Description
SCM & Agile Business Intelligence
SCM & Agile Business Intelligence
19/11/2014
Anja Cielen
Supply Chain & Today’s Challenges
Supply Chain Analytics
Supply Chain and Agile BI
Agenda
2
SUPPLY CHAIN & TODAY’S CHALLENGES
3
Supply Chain
4
Supply Chain
5
Supply Chain Challenges
6
Source: IBM – Global Chief Supply Chain Office Study, 2009
Evolution: Business span multiple locations, with
multiple product lines or product variants.
Growing complexity of global operations
Lack of visibilty at various nodes of the Supply Chain
Diminishing control over supply chain operating cost
Mutiple owners to the process (manufacturing,
procurement and commercial customer service)
inside the company & outside (distributor, customer
(ordering))
Supply Chain Challenges
7
8
Customer’s
Customer
Suppliers’
Supplier
Supplier
Plan
Customer
Make Deliver Source Make Deliver Make Source Deliver Source Deliver
Internal or External Internal or External
YOUR Organization
Source
Plan Plan Plan Plan
Return
ACROSS ALL DATA SOURCES
ERP CRM AP&S SCM PLM 3PL MES
GLOBAL VIEW OF PERFORMANCE
Supply Chain Complexity
SUPPLY CHAIN ANALYTICS
9
Keep the cost of manufacturing and inventory low
Supply chain efficiency
Improve relationships and partnerships with logistics vendors
Need to be able to:
? Identify negative trends in costs and performance
? Identify root causes as early as possible to corrective actions
? Conduct what-if analysis to evaluate trade-offs of different strategies and
tactics
Should provide a window into the enterprise processes but also
into their trading processes as well
Forecast accuracy
Market Share Analysis
Risk Management
Inventory Control
Why Supply Chain Analytics?
10
Data from TMS, SCM, ERP, ...
Access to data is key
BUT being able to find, understand, and use that
data to make strategic decisions that improve
supply chain effectiveness is crucial.
Lot’s of Data Sources
11
ACROSS ALL DATA SOURCES
ERP CRM AP&S SCM PLM 3PL MES
GLOBAL VIEW OF PERFORMANCE
Majority of organizations regard data as key
strategic asset
BI maturity and superior business performance
might be correlated
New BI capabilities can put companies in a
better position to meet today’s challenges
Leading organizations are more likely to use
innovative information technologies
Fast changing business demands make agile BI
environments essential.
Importance of data
12
Forrester Consulting, April 2013
AGILE BI
13
Getting the right data into the right hands, reliably
and securely, requires an enterprisewide agile
information management strategy.
Lack of agility is a major obstacle to delivering
effective BI
? The BI architectural stack remains complex
? Implementing BI requires using best practices and building on
lessons learned
? Existing BI support structures often no longer meet the need ?
embed BI in the business
Why Agile BI?
14
BI requirements change faster than IT can keep up
BI application can be outdated the day it is rolled out
? Even just weeks to design, build and implement a BI
application might be too long
? A BI application’s lifespan can be days or weeks as opposed to
months or years.
THAT’S WHY
A BI environment needs to be agile in all respects:
? BI software development
? BI organization
? BI technologies
Why Agile BI?
15
Agility?
Agility is the ability to both create and respond
to change in order to profit in a turbulent
business environment. “
- Jim Highsmith
• Time window for decisions increasingly
compressed
• Fast changing environment
• Increasing market pressure
• Customers’ needs are changing constantly
• Increasing or changing demand for
management information
• Growing volume of source data/number of
sources
• Certainly applies for the Supply Chain
17
Constant change is the “new normal”
Facilitating change is more effective than
attempting to prevent it;
Learn to trust in your ability to respond to
unpredictable events;
It's more important than trusting in your ability to
plan for disaster.
Embrace Change
18
The goal of Agile
The main goal of agile is:
Delivering as much value as possible for the
given time and money
How?
Only make really needed functionality, the
highest value first
Eliminate waste – only add value
Mitigate risk – show working, production
feasible software
20
Scrum: a quick tour
1 day
Sprint
backlog
Deployable
product
Product
backlog
Iteration
Sprint
meeting
Product
backlog
grooming
meeting
Daily scrum
Demo
Retro-
spective
Waterfall vs Agile
21
• Flexibility
• Control every 2 weeks
• Quick added value
Waterfall
The user knows what he needs
The developer knows how to
build it
During the project nothing
changes
Agile
The user discovers during the
project what he needs
The developer discovers
during the project how to build
it
There is a lot of dynamics and
changes during the project
What’s in it for the business?
Agile BI – Dream or Reality?
22
A key feature of agile development is:
everything you do needs to bring immediate added
value to the business.
Following remark is often heard:
An agile approach will be possible for the front-end
part but it will not be possible for the back-end
(ETL and DWH/Datamarts)
Agile BI only suited for front-end?
23
Front-end
Back-end
Only 20-30% would be Agile
70-80%
Agile
Water
fall
Agile BI is layer driven?
24
Sprint 1
Sprint 2
Sprint 3
Sprint 4
Sprint 5
First visible result in sprint 5
Agile is delivering business value!
(each sprint)
25
F
r
o
m
s
o
u
r
c
e
t
o
i
n
f
o
r
m
a
t
i
o
n
Business
Value
2 ways - Report driven (slicing)
26
2 ways – Data/information driven
(refining)
27
Ensure an appropriate balans between control and
agility
Consider and address the risks inherent to agility
Verify that information types match decision types
Maximize the evolution of BICC into an agile BI
solution center
Keep data preparation and data usage separate
Main characteristics of an effective BI
delivery environment
28
Focus on a simplified semantic layer that
offers business the opportunity to work
with them
Balance between BI Control and Agility
29 Less control
More control
More agility Less agility
Dictatorship
Desert
Democracy
Anarchy
“Build an Agile BI Organization” Forrester Research, Inc, January 2013
Better-Performing Supply Chain
organizations have the most Agile BI
environments
30
Forrester Consulting, April 2013
No real commitment for a sprint
Laying the bar too high
Laying the bar too low
Too much production-oriented (code ? ?
communication)
No definition of done
Change to generic/”flexible” solutions too quickly
Too little focus on quality (ST solutions)
It’s not about working harder but smarter
Insufficient coordination with stakeholders
Pitfalls
31
Five key innovations
32
Self-service tools
Interactive visualization
Predictive analytics
‘Big data’ analytics
Cloud-based delivery models
THANKS
doc_425037098.pdf
SCM & Agile Business Intelligence
SCM & Agile Business Intelligence
19/11/2014
Anja Cielen
Supply Chain & Today’s Challenges
Supply Chain Analytics
Supply Chain and Agile BI
Agenda
2
SUPPLY CHAIN & TODAY’S CHALLENGES
3
Supply Chain
4
Supply Chain
5
Supply Chain Challenges
6
Source: IBM – Global Chief Supply Chain Office Study, 2009
Evolution: Business span multiple locations, with
multiple product lines or product variants.
Growing complexity of global operations
Lack of visibilty at various nodes of the Supply Chain
Diminishing control over supply chain operating cost
Mutiple owners to the process (manufacturing,
procurement and commercial customer service)
inside the company & outside (distributor, customer
(ordering))
Supply Chain Challenges
7
8
Customer’s
Customer
Suppliers’
Supplier
Supplier
Plan
Customer
Make Deliver Source Make Deliver Make Source Deliver Source Deliver
Internal or External Internal or External
YOUR Organization
Source
Plan Plan Plan Plan
Return
ACROSS ALL DATA SOURCES
ERP CRM AP&S SCM PLM 3PL MES
GLOBAL VIEW OF PERFORMANCE
Supply Chain Complexity
SUPPLY CHAIN ANALYTICS
9
Keep the cost of manufacturing and inventory low
Supply chain efficiency
Improve relationships and partnerships with logistics vendors
Need to be able to:
? Identify negative trends in costs and performance
? Identify root causes as early as possible to corrective actions
? Conduct what-if analysis to evaluate trade-offs of different strategies and
tactics
Should provide a window into the enterprise processes but also
into their trading processes as well
Forecast accuracy
Market Share Analysis
Risk Management
Inventory Control
Why Supply Chain Analytics?
10
Data from TMS, SCM, ERP, ...
Access to data is key
BUT being able to find, understand, and use that
data to make strategic decisions that improve
supply chain effectiveness is crucial.
Lot’s of Data Sources
11
ACROSS ALL DATA SOURCES
ERP CRM AP&S SCM PLM 3PL MES
GLOBAL VIEW OF PERFORMANCE
Majority of organizations regard data as key
strategic asset
BI maturity and superior business performance
might be correlated
New BI capabilities can put companies in a
better position to meet today’s challenges
Leading organizations are more likely to use
innovative information technologies
Fast changing business demands make agile BI
environments essential.
Importance of data
12
Forrester Consulting, April 2013
AGILE BI
13
Getting the right data into the right hands, reliably
and securely, requires an enterprisewide agile
information management strategy.
Lack of agility is a major obstacle to delivering
effective BI
? The BI architectural stack remains complex
? Implementing BI requires using best practices and building on
lessons learned
? Existing BI support structures often no longer meet the need ?
embed BI in the business
Why Agile BI?
14
BI requirements change faster than IT can keep up
BI application can be outdated the day it is rolled out
? Even just weeks to design, build and implement a BI
application might be too long
? A BI application’s lifespan can be days or weeks as opposed to
months or years.
THAT’S WHY
A BI environment needs to be agile in all respects:
? BI software development
? BI organization
? BI technologies
Why Agile BI?
15
Agility?
Agility is the ability to both create and respond
to change in order to profit in a turbulent
business environment. “
- Jim Highsmith
• Time window for decisions increasingly
compressed
• Fast changing environment
• Increasing market pressure
• Customers’ needs are changing constantly
• Increasing or changing demand for
management information
• Growing volume of source data/number of
sources
• Certainly applies for the Supply Chain
17
Constant change is the “new normal”
Facilitating change is more effective than
attempting to prevent it;
Learn to trust in your ability to respond to
unpredictable events;
It's more important than trusting in your ability to
plan for disaster.
Embrace Change
18
The goal of Agile
The main goal of agile is:
Delivering as much value as possible for the
given time and money
How?
Only make really needed functionality, the
highest value first
Eliminate waste – only add value
Mitigate risk – show working, production
feasible software
20
Scrum: a quick tour
1 day
Sprint
backlog
Deployable
product
Product
backlog
Iteration
Sprint
meeting
Product
backlog
grooming
meeting
Daily scrum
Demo
Retro-
spective
Waterfall vs Agile
21
• Flexibility
• Control every 2 weeks
• Quick added value
Waterfall
The user knows what he needs
The developer knows how to
build it
During the project nothing
changes
Agile
The user discovers during the
project what he needs
The developer discovers
during the project how to build
it
There is a lot of dynamics and
changes during the project
What’s in it for the business?
Agile BI – Dream or Reality?
22
A key feature of agile development is:
everything you do needs to bring immediate added
value to the business.
Following remark is often heard:
An agile approach will be possible for the front-end
part but it will not be possible for the back-end
(ETL and DWH/Datamarts)
Agile BI only suited for front-end?
23
Front-end
Back-end
Only 20-30% would be Agile
70-80%
Agile
Water
fall
Agile BI is layer driven?
24
Sprint 1
Sprint 2
Sprint 3
Sprint 4
Sprint 5
First visible result in sprint 5
Agile is delivering business value!
(each sprint)
25
F
r
o
m
s
o
u
r
c
e
t
o
i
n
f
o
r
m
a
t
i
o
n
Business
Value
2 ways - Report driven (slicing)
26
2 ways – Data/information driven
(refining)
27
Ensure an appropriate balans between control and
agility
Consider and address the risks inherent to agility
Verify that information types match decision types
Maximize the evolution of BICC into an agile BI
solution center
Keep data preparation and data usage separate
Main characteristics of an effective BI
delivery environment
28
Focus on a simplified semantic layer that
offers business the opportunity to work
with them
Balance between BI Control and Agility
29 Less control
More control
More agility Less agility
Dictatorship
Desert
Democracy
Anarchy
“Build an Agile BI Organization” Forrester Research, Inc, January 2013
Better-Performing Supply Chain
organizations have the most Agile BI
environments
30
Forrester Consulting, April 2013
No real commitment for a sprint
Laying the bar too high
Laying the bar too low
Too much production-oriented (code ? ?
communication)
No definition of done
Change to generic/”flexible” solutions too quickly
Too little focus on quality (ST solutions)
It’s not about working harder but smarter
Insufficient coordination with stakeholders
Pitfalls
31
Five key innovations
32
Self-service tools
Interactive visualization
Predictive analytics
‘Big data’ analytics
Cloud-based delivery models
THANKS
doc_425037098.pdf