2. 3
New Normal Brings New Challenges
Demand-side Drivers
Investment
Consumption
Export
Supply-side Drivers
Human Capital
TechnologicalInnovation
Entrepreneurship
4. 5FuturMaster global presentation
Inventory
strategies: where
and what to
keep in stock ?
Stock policies
definition
Sourcing
strategies
Negotiations for
supply contracts
Producttion
Capacity
requirement
Negotiations for
subcontracting or
build new
plant/line
Distribution
network
optimization ;
Negotiations for
transportation
Tactical
management of
stock policies and
arbitrations
Material
Requirement
Planning
Production
Planning
(MPS)
Distribution
Requirement
Planning
Inventory
management
Purchase orders
management
Scheduling
Transportation
Orders
management
S&OP
Sales plan and
Budgeting
Orders
management
Sales call
achievement
ERP TMSWMS ERP
Operational
Tactical
Strategic
Launch
management
Promotion
management
Forecasting
Digital Transformation - Technology Innovation
to enable better Decisions for Supply Chain
6. FuturMaster Demand Management Solutions
▪ Solutions covering the
whole product lifecycle
▪ Advanced solutions to meet
stakes and needs of specific
businesses
7
& CPG
7. 8
FuturMaster-Powered Global Supply Planning Process
Cost :
- Production cost
- Warehousing cost
- Stock cost
- Delivering cost
- Transferring cost
Optimization
levers
Optimization
calculation
Distribution Plan
SKU-plant
|
SKU-DC/WH
|
SKU-demand point
|
Qty
Input Data Output Result
Constraints
Planning parameters
Service level
Production
plan
SKU-plant
|
SKU-line
|
QTY
Procurement Plan
Outsourcing
Requirement
Inventory Plan
SKU-plant
|
SKU-DC/WH
|
Qty
Overall
Operational Cost
Lead Time
Plant Capacity
Storage Capacity
MOQ
Safety Min/Max
Stock
Demand Forecast
Distribution
Network Routings
SKU-plant
|
SKU-Supply point/DC/WH
|
SKU-demand point
Product Routings
SKU-plant
|
SKU-Production line
Input
Maximum
Service
Level
with
lowest
overall
cost
9. 10
The Impact of a better Decisions
- Multiple markets
MT GTEcom Away
from
Home
MT GTEcom Away
from
Home
MT GTEcom Away
from
Home
DC 3PL WH
Produce what?when?
How many?In which line?
Pre-build? Over-time?
Shut-down the line?
Target Stock?
What, When and How many
to Replenish?
How many will be ordered?
From where are the orders
going to be fulfilled ?
What, When and How many
to purchase and replenish?
From which plant?
Service Level
Inventory level
Inventory age
Inventory level
Inventory age
RM and Component
Inventory level Cost of obsolescence
Over-time
Cash in Inventory
Penalty
Market share
Sales
Cost of
obsolescence
Urgent shipping
Urgent procurement
and extra shipping
Cash in Inventory
Last minute
extra capacity
last minute setup
How to make these decisions?
Based on what ?
How to make these decisions more
effective and efficient?
Demand
Forecast
Production
Planning
RM and
component
Replenish
Planning
Distribution
Planning
S&OP
10. 2016 SUPPLY CHAIN LEADERS SUMMIT
People and Process before Software
06/02/2016
▪FuturMaster
Software and
Associated
Expertise
▪Training
▪Coaching
▪Functional
Expertise
▪Best Practice
▪Operation
Modes
▪Roles &
Responsibilities
Organizati
on
Business
Issue
Process
Tools and
data
People
and
Change
Project
Management
Business
Case
11. 12
FuturMaster is Enabler for your S&OP
Provide Technology
Success Stories in China
Benefits identified
Learning cycle
Talent ready
Organization awareness
ERP and Execution IT system in place
13. Gartner Demand-Driven Process
14
Mindset
Outside-in
Inside-out
objectiveCost Service
Integrate
Demand
Product
Supply
Internal Result
Stage 3
Collaborat
e
Demand
Product
Supply
Customer Value
Stage 4
Orchestrate
Demand
Product
Supply
Stage 5
React
B
U
B
UB
U
Stage 1Anticipate
BU BUBU
Function
FunctionFunctionFunction
Function Function
Stage 2
Fragmented
Local
Unconstraint
Functional scale
Local optimization
Cost focus
Extended view
Profit oriented
optimization
Integrated Supply
Chain
Linked optimization
Network view
Multi-enterprise
Plan/execution
convergence