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Five Strategies for Making
    Manufacturing Pay




                Louis Columbus
                Cincom Systems
Speed Is New The Platform

Are passionate about improving the accuracy and
speed of Demand Management


Managing variabili...
Are passionate about improving the accuracy
     and speed of Demand Management
Strong Focus On Analytics And An Effort To Continually
   Improve Permeate Highest Performing Companies
Dashboards: Less is more
(6 metrics total, all measuring collaboration)
Managing variability in their supply chains
        using Demand Planning
Reducing manufacturing costs by coordinating
      Demand Management and Quality
Obsessed with Quality




Energized with the vision of seeing
their products last decades longer
than anyone predicted



...
GKN Aerospace
Results Achieved:

•   50 percent reduction in Total Cost of
    Ownership (TCO) of enterprise
    system

•...
Increasing profitability by knowing which deals to take
Increasing profits by knowing which deals to take
                        Input:
                         RFPs,
          ...
Increasing profits by knowing which deals to take

                  Input:
                   RFPs,
               Contra...
Drive down cycle times by continually improving the Sales &
           Operations Planning Process (S&OP)
Best Practice: Making Sales & Operations Planning (S&OP)
 and Demand Planning Strategic with a 3 to 5 yr. horizon
The S&OP Process At Boeing




Sources: WSJ, Purchasing.com, AMR Research
Launch Sequence Making Manufacturing Pay
Are passionate about improving the accuracy and speed of Demand
Management



Man...
Thank You
For more information visit:
              http://erp.cincom.com/

              lcolumbus@cincom.com

                    ...
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Five Strategies for Making Manufacturing Pay Slide 1 Five Strategies for Making Manufacturing Pay Slide 2 Five Strategies for Making Manufacturing Pay Slide 3 Five Strategies for Making Manufacturing Pay Slide 4 Five Strategies for Making Manufacturing Pay Slide 5 Five Strategies for Making Manufacturing Pay Slide 6 Five Strategies for Making Manufacturing Pay Slide 7 Five Strategies for Making Manufacturing Pay Slide 8 Five Strategies for Making Manufacturing Pay Slide 9 Five Strategies for Making Manufacturing Pay Slide 10 Five Strategies for Making Manufacturing Pay Slide 11 Five Strategies for Making Manufacturing Pay Slide 12 Five Strategies for Making Manufacturing Pay Slide 13 Five Strategies for Making Manufacturing Pay Slide 14 Five Strategies for Making Manufacturing Pay Slide 15 Five Strategies for Making Manufacturing Pay Slide 16 Five Strategies for Making Manufacturing Pay Slide 17 Five Strategies for Making Manufacturing Pay Slide 18
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Defining The Real Time Enterprise, 2012
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Launch Sequence Making Manufacturing Pay
Are passionate about improving the accuracy and speed of Demand Management
Managing variability in their supply chains for competitive advantage Reducing manufacturing costs by coordinating Demand Management and Quality Increasing profitability by knowing which deals to take Drive down cycle times by continually improving the Sales & Operations Planning Process (S&OP)

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Five Strategies for Making Manufacturing Pay

  1. 1. Five Strategies for Making Manufacturing Pay Louis Columbus Cincom Systems
  2. 2. Speed Is New The Platform Are passionate about improving the accuracy and speed of Demand Management Managing variability in their supply chains for competitive advantage Reducing manufacturing costs by coordinating Demand Management and Quality Increasing profitability by knowing which deals to take Drive down cycle times by continually improving the Sales & Operations Planning Process (S&OP)
  3. 3. Are passionate about improving the accuracy and speed of Demand Management
  4. 4. Strong Focus On Analytics And An Effort To Continually Improve Permeate Highest Performing Companies
  5. 5. Dashboards: Less is more (6 metrics total, all measuring collaboration)
  6. 6. Managing variability in their supply chains using Demand Planning
  7. 7. Reducing manufacturing costs by coordinating Demand Management and Quality
  8. 8. Obsessed with Quality Energized with the vision of seeing their products last decades longer than anyone predicted Credit: NASA/JPL-Caltech)
  9. 9. GKN Aerospace Results Achieved: • 50 percent reduction in Total Cost of Ownership (TCO) of enterprise system • $25-million reduction in inventory investment in the first six months • 42 percent increase in inventory turns • 38 percent reduction in cycle time, improved electronic collaboration with key customers and more.
  10. 10. Increasing profitability by knowing which deals to take
  11. 11. Increasing profits by knowing which deals to take Input: RFPs, Contracts Orders Margins Finding Competitive Advantage Output: Products and Services Massive Lost Lack of knowledge Overcommitments lead to Lack of profitability Lack of agility transfer from lost sales and customers project and flexibility in engineering to project Manual, fragmented Inconsistent & Massive time due to lack of selection and responding to management & Sales processes driving conflicting SLA drains due to accuracy on prioritization quotes, bids change orders slows bids, estimates suboptimal decisions performance & chaotic bidding, based on and pricing and ECNs in a and contracts to a leading to lost compliance estimating and profitability timely manner crawl opportunities contract mgmt. llifecycle
  12. 12. Increasing profits by knowing which deals to take Input: RFPs, Contracts Orders Margins Funding Competitive Advantage Output: Products and Services Higher Customer Satisfaction 50%+ Levels increase in 2X increase in leading to 34% 34% increase in greater project 4X reduction in 67% 54% increase in contract closure increase in SLA profits completion ECNs; reduction perfect order rates; 58% quoting & performance rate, under consolidation in quoting performance increase in pricing and 25% budget and of product and order profitability from accuracy reduction in on schedule changes rework better clause compliance management costs
  13. 13. Drive down cycle times by continually improving the Sales & Operations Planning Process (S&OP)
  14. 14. Best Practice: Making Sales & Operations Planning (S&OP) and Demand Planning Strategic with a 3 to 5 yr. horizon
  15. 15. The S&OP Process At Boeing Sources: WSJ, Purchasing.com, AMR Research
  16. 16. Launch Sequence Making Manufacturing Pay Are passionate about improving the accuracy and speed of Demand Management Managing variability in their supply chains for competitive advantage Reducing manufacturing costs by coordinating Demand Management and Quality Increasing profitability by knowing which deals to take Drive down cycle times by continually improving the Sales & Operations Planning Process (S&OP)
  17. 17. Thank You
  18. 18. For more information visit: http://erp.cincom.com/ lcolumbus@cincom.com  2012 Cincom Systems, Inc. All Rights Reserved Developed in the U.S.A. CINCOM, the Quadrant Logo, and Simplification Through Innovation are registered trademarks of Cincom Systems, Inc. All other trademarks belong to their respective companies.

Launch Sequence Making Manufacturing Pay Are passionate about improving the accuracy and speed of Demand Management Managing variability in their supply chains for competitive advantage Reducing manufacturing costs by coordinating Demand Management and Quality Increasing profitability by knowing which deals to take Drive down cycle times by continually improving the Sales & Operations Planning Process (S&OP)

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