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Optimizing Performance
Performance
Decision Making
Information
Data
HR
Reporting
CRM BILLING
Why?
Analysis
EXTERNAL DATA
ERP
Planning
EXTERNAL MAINFRAME
Dashboarding Scorecarding
Budgeting
Open, enterprise-class platform increases business adoption and minimizes the burden on IT
Summary of Capabilities Display Cognos BI content within an SAP NetWeaver Portal Single sign on and authorization using SAP security Option to run IBM Cognos 8 on the SAP web application server Use multiple versions, instances and all structures within the SAP NetWeaver Business Warehouse as a data source for IBM Cognos 8 content. (Patent Pending Next Generation Engine)
Flexible Driver-based Planning High Participation/High Frequency Modular Distributed Global Administration Real-time workflow - enables superior collection, control & collaboration
BI and Performance Management Built for All Times Aligning Finance, Operations, and IT
Deliver trusted information with conformance, compliance and costeffective scale Drive effective, auditable processes that lead to better business outcomes
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http://www.sapinsideronline.com/events.cfm?session
Event
SAPPHIRE
Location Orlando, FL
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Dates
Location
March 31, 2009 May 12, 2009 August 4, 2009 November 2009
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Case Study: How Nike Is Using IBM Information Management Tools To Improve Planning And Performance Management
What Well Cover Introduction Landscape/History Planning and Reporting Inputs Planning Reporting Solutions/Success/Next Steps Q&A
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Corporate headquarters in Beaverton, Oregon, USA 30,000+ employees worldwide $18.5B Revenue
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Introduction Landscape/History Planning and Reporting Inputs Planning Reporting Solutions/Success/Next Steps Q&A
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The focus since 2004 has been to design, implement, stabilize, and improve our existing financial planning processes:
3 Year Strategic Planning Quarterly Landing Estimates CAPEX Planning Working Capital Planning Headcount Planning Category Planning 2005 2006 2007 2008 2009 2010
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Nike is progressively building its Cognos Planning footprint module by module to meet its planning process
3 Year 2 Year
Product Plan 24 month (Six Season) Three Year Strategic Plan (CSR)
Global CSR EMEA 3 Yr Application Category Planning Targets Demand Creation Capital Headcount
1 Year
<12 Month
<6 Month
Orders (Futures & Backlog)
<1 Month
Forecasts (Monthly)
In Excel & SAP R/3 at current time
Landing Estimate
Futures Backlog
Landing Estimate
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Corporate Target Setting Headcount Planning CAPEX Planning Working Capital Planning 10 Year Scenario Planning Global FW 8 Season Revenue Forecast INITIAL SCOPE
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Corp Target Setting Headcount Planning CAPEX Planning Working Capital Planning 10 Year Scenario Planning Global FW 8 season Revenue Forecast
NEW
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Solution being considered leverages the reports already developed using our current suite of tools
BW BEx Reports
Portal
Cognos BI
SAP-BW
PeopleSoft PDM
Cognos Analyst
Cognos Contributor
Planning Analyst / Power User - Use IBM Cognos 8 BI for direct access on the Planning Datamart Actuals Analyst / Power User Use existing SAP NetWeaver Business Warehouse reporting tool suite
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What Well Cover Introduction Landscape/History Planning and Reporting Inputs Planning Reporting Solutions/Success/Next Steps Q&A
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INPUTS
Getting data into Cognos for Planning
PLANNING
REPORTING
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History INPUTS
Manual excel uploads (decentralized) SAP Netweaver BW queries loaded via copy/paste (centralized) SAP Netweaver BW queries loaded to SQL published to CP Tested CP integration with SAP Netweaver BW Excel add-on for Contributor Cognos BI running on SAP Netweaver BW
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Key Learnings
INPUTS Align masterdata dimensions Minimize manual data loading Centralize the data staging required for planning Automate the data movement Reduce duplicate data storage Flexible filtering framework Maximize performance
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History
PLANNING
Driver Based Planning Data collection Detailed business unit forecasts (short & long range)
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Key Learnings
PLANNING
Focus on the regional requirements Create consolidation activities to roll regional models to global models Enable the planning process to move from Forecast to CSR to Budget to Forecast Excel enabled
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Financial Business Intelligence requires alignment of the three key Finance processes
REPORTING
Transactional Processing & Consolidation Business Planning Reporting & Analysis Business Planning Transactional Processing & Consolidation
To deliver a world-class solution requires alignment of Actuals (transaction data) with Plan (business planning data) Reporting tools only effective if integrated with Business Planning and Transactional Processing
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Key Learnings
REPORTING Certified reporting enabled Ad-hoc capabilities Standardized reporting available throughout the planning process Simple, easy to use experience Maximize performance
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Solutions for these challenges have been identified, but additional work is still required for success Inputs Outputs
SOLUTIONS
IBM Cognos 8 BI
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Introduction Landscape/History Planning and Reporting Inputs Planning Reporting There is no finish line Q&A
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Key Successes
Distributed model development allowing users to take advantage of capabilities of Cognos Planning Instant consolidation of inputs & workflow mgmt Minimal, if any, training required for Contributors
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Our current planning processes are not integrated across business planning timelines (seasons) Our current planning processes are inefficient, inaccurate and not timely Planning the business through a globally defined category view in addition to a geographic and product engine view increases the number of dimensionsthis cannot be supported by current processes and technologies
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. . . to integrated timelines
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and both the frequency and level of detail in our financial forecast processes
Jun-08 FA '08
Jul-08 Fcst
Aug-08 Fcst
Sep-08 Fcst
Nov-08 Fcst
Dec-08 Fcst
Jan-09 Fcst
Feb-09 Fcst
Mar-09 Fcst
Apr-09 Fcst
May-09 Fcst
C u r r e n t F in a n c e P r o c e s s e s
HO '08
F Y 10
F Y 12
3 Y e a r R e sp o n se
3 Y e a r T a rg e t s
O c t o b e r C SR
J u ly C S R
F Y 11
F Y 10 B u d g e t
FY0 9
Q BR
Q BR
Q BR
Q BR
Jun-08 FA '08
Jul-08 Lt
Aug-08 Lt Ctgy
Sep-08 Fcst
Oct-08 Lt
Nov-08 Lt Ctgy
Dec-08 Fcst
Jan-09 Lt
Feb-09 Lt Ctgy
Mar-09 Fcst
Apr-09 Lt
May-09 Lt
FY0 9
N e w F in a n c e P r o c e s s e s
F Y 12
J u ly C S R
FA '10
3 Y e a r T a rg e t s
O c t o b e r C SR
SU '10
3 Y e a r R e sp o n se
HO '08
Q BR
Q BR
Q BR
Q BR
F Y 10
HO '09 SP '10
F Y 11
F Y 10 B u d g e t
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We will standardize and align finance and operational planning processes Financial Inputs & Outputs for Category Gameplan
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Financial Metrics
Futures Auto Replenishment At Once Cancellations ---------------------------Net Demand ----------------------------
By Category By Country
DISTRIBUTION New Doors Existing Doors Comp Doors Existing Doors Door Expansion Average Sales per door Units per door Discounts Marketing Spend (retail fixtures, co-op) By Category By Country By Channel By Account (maybe) By BU
Financial Metrics
Retail Brand Marketing Advertising Digital Brand Events Public Relations Other --------------------------------Brand Demand Creation --------------------------------Base Expense Bonus Comp Events ------------------------------Total Sports Marketing -----------------------------------------------------Demand Creation -----------------------Demand Creation Demand Creation as a % of Revenue Demand Creation Growth %
Cost Drivers
MACRO MARKET INDICATORS
Financial Metrics
ILLUSTRATIVE
FOB Duty Freight In ---------------------------Product Cost ----------------------------
BRAND CONCEPT MAP Initiatives (e.g. Cold Weather Pro, Nike +, World Cup) Consumer Insights / Trends Revenue Projections (CO-OP, etc)
ILLUSTRATIVE
By BU (maybe)
SPORTS MARKETING Existing Contracts (Terms) Potential New Deals Renewals Major Athlete / Term Performance Bonuses Prorations Divestments By Category By Region Committed vs. Planned
PRODUCT MIX New Innovations % of Carry Over product Airfreight assumptions By Category By Region By BU
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Focus on bookings & invoiced sales plus the related costs to support the business
Seasonal Fiscal
Quarterly Forecast
P&L St at ement
Direct Indirect
k
Fully Alloc
Revenue
Gross Sales Discounts and claims Net Revenue
COGS
Product Cost Warehousing RD&D 3rd Party Royalty Other COGS Gross Margin Gross Margin % Gross Pricing Margin % Net Pricing Margin %
SG&A
Demand Creation - Sports Marketing Demand Creation - all other Operating Overhead Total SG&A Other (income)/Expense
EBIT
as % of revenues
Balance Sheet
Inventory (DII)
In-line Close Out
Direct
Indirect
Fully Alloc
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Copyright IBM Corporation 2008 All rights reserved. The information contained in these materials is provided for informational purposes only, and is provided AS IS without warranty of any kind, express or implied. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, these materials. Nothing contained in these materials is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software. References in these materials to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in these materials may change at any time at IBMs sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. IBM, the IBM logo, Cognos, the Cognos logo, and other IBM products and services are trademarks of the International Business Machines Corporation, in the United States, other countries or both. Other company, product, or service names may be trademarks or service marks of others.
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