1. Order to Cash
Dominic Telaro
Director, Industry Solutions, I.B.I.S., Inc.
Russ Goble
Solutions Architect, I.B.I.S., Inc.
February 12, 2013
2. Industrial Distribution Trends & Challenges
Market Trends
•
•
•
•
•
More Demanding Customers
Increased Competition
Greater Complexity of Supply Chain
Consolidation
Pressure from Amazon Supply
Operational Business Challenges
• Demand, Pricing and Margins
• Increase Operational Efficiency
• Delivering Real-time, Actionable Information to
Employees, Suppliers and Customers
• Building Brand Loyalty and Customer Satisfaction
• Aging Work Force
• Labor Intensive Business
2
3.
4. Order to Cash
Informal
Formal
supported by manual
processes
Inefficient
Ineffective
resource intensive
not cost effective
not user friendly
lack of readily available
information
as per the office manual
6. Order to Cash
Order Entry
Promo Pricing
SPA
Approve
Pick
Customer Payment
Invoice
Ship
Vendor Invoice
• Charge Back
• SPA
• Cost Deviation
• Rebates
• Collection
Margins Realized
7. Order to Cash
Margin realization is almost a misnomer in the
Distribution industry!
Processes are weak at best
Processes are manual with the assistance of Excel
Best of Breed is clear but not applicable
8. Order to Cash
Margin Realization
Use a Best of Breed process
Include all pricing information at O/E process
Must be automated
Must be Auditable and Traceable
Must be agile/fast
Must be trustworthy!
SPEAKER NOTES ONLY:Increased competitionCompetition for the customers’ business is increasing as overseas and direct-to-consumer retailers enter the market. To remain competitive and protect margins, distributors need to differentiate themselves with value added services that positively position them against the competition and insulate them from pressures to lower price. Complex supply chain operationsdistributors need accurate forecasting and demand planning to ensure they are purchasing and stocking the correct quantities across their mix of products. To minimize inventory levels, increase inventory turns and reduce waste, distributors need systems that provide easy, real-time visibility into inventory, sales, purchasing, and financial information across multiple locations. In addition, they need to do more with less and become more efficient in day-to-day operations in order to reduce overhead. They need to be able to deliver orders quicker with better quality, while managing larger volumes of supply – all with fewer people.More qualitative transactional information provides distributors with the insight they need into supplier performance and reliability and allows them to improve relationships and commercial agreements with preferred suppliers.More demanding customersCustomers demand lower prices and additional services specific to their needs at low or no additional cost. In addition, customers needs and price sensitivity can vary greatly by segment. Only a 360° view of their customer’s business gives distributors the insight they need to provide the correct service levels and customer specific pricing that keep customers satisfied and coming back. Finally, to compete effectively and maximize business opportunities, distributors need to manage multiple channels to market such as dealers, stores, online ordering, and sometimes, direct-to-consumer transactional environments.Optional Additions: Evolving Business ModelAdvancing TechnologySAMPLES: Operations Business ChallengesHigh Overhead - such as employee expenses associated with order fulfillmentDiminishing Margins – such as pressures to discount to win businessMerger & Acquisition Alignment – such as changing needs of the business such as respond to new competitors, M&A, or overseas expansionLack of Insight – such as insight into business operations due to delays in information reportingFragmented IT – such as M&A activity that causes fragmented IT environments where applications don’t speak to each otherExcess Inventory – such as inaccurate forecasts that lead to inventory excesses or stock outs