Company confidential 1

BI in FMCG Industry
- Raj Basu
Company confidential 2
Major changes in FMCG industry
Indian Consumer changes
Larger disposable income
Middle class segment bulging
Greater global exposure
Greater appetite & demand for global products
Differentiated product & service requirements

FMCG space dynamics
Explosion of products
Explosion of markets (Kirana & Organized Retail)
Rush of new players
Global players bringing process and intelligence maturity
Increasing competition
Supply chain bottlenecks

Impact on FMCG strategy & operations
Increasing Flexibility
Outsourced Contract Manufacturing
Demand driven supply chain
Improving Customer service
Retail outlet segmentation
Customized Retail service
Supply Chain segmentation
Greater Organizational Alignment
EPM, Divisional Scorecards
Integrated Sales & operations planning
Greater Customer focus
Demand analysis
Product charateristics
Company confidential 3
EPM/BI needs of the FMCG Industry
Rapid EPM adoption for Org Alignment & strategy management
Balanced Scorecards (Strategy Maps, Business Scorecards)
Budgeting, Planning & Consolidation systems
Operational performance management

Financial Analytics for greater ROCE
Working Capital Optimization (C2C Cycle)
Debtor Analytics
Payables Analytics
Inventory Optimization
Treasury Cash Analysis

Customer Analytics
Trade Promotion Analytics
WD Profitability
Outlet performance
Channel Analysis
Integrated Consumer Demand & market performance visibility

Supply Chain Analytics
Supply Chain Performance Management
Product Cost & profitability analysis
Operational Planning efficiency
Inventory visibility & optimization
Supply Network efficiency
Spend Analytics
Operations Analytics
Plant Performance Management
MES Analytics
Company confidential 4
Key BI Trends in the FMCG industry
Major Indian FMCG players are making rapid strides in enabling Business &
Competitive intelligence as a key differentiator


Most of the large FMCG companies are centralizing BI as a shared service
on a common platform across its businesses and brands with a razor like
focus on getting Best-In-Class service


Most of them are already deep into state of art Business Intelligence
ability to check on an outlet consumption pattern on a handheld before
meeting the owner
ability to analyze secondary sales based promotions rather than primary
uptake
ability to provide outlet based actionables rather than market level
inputs like OOS, poor AVF scores etc


Global players are even further ahead
Trade Promotion Analytics, Segmentation based promos, supply chain
bottleneck alerts, route optimization and advanced forecasting and
predictive demand models
Company confidential 5
EPM Objectives
FMCG majors are interested in implementing a Performance Management (PM)
program across the enterprise, in order to align goals and strategies with
operational objectives, plans and responsibilities within the organization.
Key
Business
Benefits
Organizational
Alignment
Strategy
Communication
Effective Model To
Measure Performance
Identify Capability
Development Needs
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F
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Vision
Strategic
Objective
Functional
Objectives
Unit
Objectives
Individual
Objectives
Level 0 : Corporate
Level 1 : Business
Functions
Level 2 : Units
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HR Effectiveness
Process Efficiency
Customer Satisfaction
Objective Initiatives
Financial Performance
Measures
Business
Performance
Incr Share
Holder value
Sustained
Profitable growth
Accelerate
Organic Growth
Improve
Productivity
Company confidential 6
Perspective Key Imperatives Key Questions
Financial
Customer
Internal
Process
Learning
& Growth
Effect
Cause
Results
Action
Profitability
Return on Capital Employed
Consumer Satisfaction
Market Share
Efficiency
Knowledge
Innovation
Vision &
Strategy
To Satisfy our shareholder, what
financial objectives must
we accomplish
To achieve our financial goals, what
customer needs, must we satisfy
To satisfy our customers, what
internal business processes, must
we excel in
To achieve & maintain our competitive
position, how must the organization
the Organization learn & improve
Balanced Scorecard incorporates a double loop feedback around both internal business processes and external outcomes
Classic Balanced Scorecard Framework
Company confidential 7
Decision-making challenges at ITC Businesses



Business Performance Mgmt Executive, Functional, Unit Level Scorecards
Employee Performance Mgmt Personal Scorecards


Impact of Food FG Warehouse location on Food Categories operating margins
Impact of Leaf stock at ILTD on price elasticity at ITD
Impact of potato sourcing bottlenecks on Bingo Freshness
Fact Based Decision-Making / Actionable Intelligence
Organizational Alignment
Integrated Analysis across value chains
Operational
Exception based operations at the Factories
Stock optimization across supply chain nodes
Fast tracking complaints from High Value Cust
Personnel workload mgmt across stores
Tactical
Targeted Promotions & variable pricing
Outlet Segment specific service packages
Profitability based supply routes
Demand driven inventory management
Analytical Capability
Performance Visibility
Promotion & marketing impact tracking
Supply Chain bottlenecks
SKU velocity
Logistics impact on operating margins
Store Allocation efficiency
Reservation Pipeline vs Forecast
360 deg Customer Views
360 deg Supplier views
Cost variance tracking
Order-To-Fulfillment, Cash To-Cash,
Procure-To-Pay cycle times
Outlet Service Route Optimization
Outlet Segmentation
Analytical Forecasting
Six Sigma Analytics
Price Elasticity Analysis
BCG Portfolio Analysis
Human Productivity Analysis
Loyalty Analytics
Company confidential 8
EPM driven BI at a US Food Distribution Major


Strategic
Goals
Strategic
Metrics/Scorecards
Demand
Initiatives
General Analysis
Sales Force Effectiveness
Trade Promotion
Effectiveness
Marketing Effectiveness
Market Analysis
Spend Analysis
Supplier Performance
Analysis
Item & Brand Analysis
Bid Analysis
Competitive Analysis
Business Functions - Functional Metrics, Reports, Alerts, Scorecards, What-If Analysis, Guided Analysis
IT Functions - Dashboards, BI Tools, Databases, ETL, Data Models, Metadata
Sourcing
Initiatives
Supply Chain
Initiatives
Customer
Initiatives
Some Analysis Areas
General Analysis
Segmentation Analysis
Contract Compliance
Business Review Analysis
Customer Profitability
Analysis
Delivery Effectiveness
SKU rationalization
Effectiveness
Backhaul Effectiveness
Carrier Performance
Analysis
Some Analysis Areas Some Analysis Areas Some Analysis Areas
Company confidential 9
A single BI System should support the EPM Model
Visual Audits
Sales Force
& CRM
WD System
Data Warehouse
(Data Storage)
BI Layer (Business logic, number crunching, metric/report generation )
Source Systems
SAP
ETL Layer
Data Extraction, Cleansing, Staging,
Transformation & Loading
Corp
TM&D
Sales Distribution
Category
Perf
Branch
Perf
Promo Perf
Finance
Channel
Perf
Planning
Perf
Warehouse
Perf
Logistics
Perf
Network
Eff
WD
Perf
WSD
Perf
AM
Perf
Outlet Svc
Eff
Route
Eff
Carrier
Eff
Scheduling
Eff
CBSC, Food,
PCB
Brand Perf
Mgmt
Finance
Operations
Perf
HR Perf
Portfolio
Perf
Mkt Research
Perf
NPD
Perf
Procurement
Perf
Plant
Perf
R&D
Perf
Workforce
Eff
HR Perf
Emp Perf
Emp
Eff
AE
Perf
Dist
Perf
Performance Management Model
Excels PLM HRMS
Outlet Sales, Invoices, Purchase Orders
Inventory, Transport Orders, Stock Tr Orders,
Salary Advice, re-distribution Costs
Business Plan, Forecast, A/R, A/P,
Visual Merch Audit, Production Plans,
Market Research, Production Jobs
A common data set populates
the entire model enabling :-

Scalability
EPM, Data, BI Model
System Performance
Integration
data linkages
business rules
Company confidential 10
Some benefits of integrated modeling for FMCG
Impact of raw material shortage on retail offtake

Analysis of a request for a short runner on
Factory productivity vis--vis customer service

Correlate/factor-in market demand (IMRB) into AE performance

Decision on extending Promotions based on raw material availability

Analyze impact of sales strategies/norms on Market standing

Analyze synergy opportunities like sharing warehouses, transportation sharing
and backhauling, reverse logistics etc across categories

Company confidential 11
Typical BI Transformation Roadmap
Define
Performance Mgmt
Model
Define
BI Strategy
Create
BI Governance
Model
BI
Implementation
BI
Change Mgmt
BI Value Mgmt
Supply Chain Transformation
Brand Management Transformation
Process Improvement Transformation
Major Organization Transformations..
Need a Performance Mgmt & BI Transformation to empower & measure effect of transformation !!
EPM & BI
Workshops
Awareness Creation
Appreciation of Best
Practices
Intent Generation
Framework
Metrics Models
Scorecards
Alerts
Linkages/Alignments
Analysis Flows
Dashboard Designs
Biz Case/ Info Needs
Get Mgmt Buy-In
Technology Drivers
App Architecture
Data Architecture
Platform Selection
Vendor Selection
Initiatives
Roadmap
Effort Estimation

Identify Sponsor
Create Steering Comm
Create Execution Comm
Comm to all stakeholders
Set expectations/Time
Create Project Plan


Business Requirements
System Requirements
Design
Development
Testing
Deployment
Training
Communication
Biz Process Changes
Expectation Mgmt
Usage Monitoring
BI Support Processes
Risk mgmt
KPO
Customer Service
Business Impact
BI Perf Mgmt
BI RoI
BI Enhancements


BI Transformation Roadmap
Company confidential 12
BI Program Change Mgmt Challenges & Strategy
An effective Change Management strategy for BI Program starts at the Kickoff and ends at satisfactory system adoption and positive customer
feedback. However, Change Management is an ongoing process and is part and parcel of an effective BI Governance Model. bringing
people on board, convincing them of the value, goading them to use it the right way, measuring business improvements.

BI, being a non-critical business application needs cultural process changes to leverage the investment, which makes it even more challenging
and critical aspect of achieving success
People Participation Processes Systems Culture
Change
Business Sponsorship
Business Buy-In, Ownership
Identify Business Change
Agents
Remove Business IT gaps
Remove fear of Retrenchment
Create Senior Mgmt
Champions to spread the
message
Identify and Plan for
process changes early on
Create effective
communication channels
and joint project plans
with other process owners
Cultural and governance
change needs to go along
with process changes
Identify & Plan all system
changes early on
(Frontline systems may need to
have more checks and measure
to improve data quality)
Create effective
communication channels
and joint project plans with
other System owners
Communicate all system
changes to the Organization
Business Driven Program
Showcase Business Benefits
Keep business in loop during
change in scope
Embed in biz processes like
sales review etc
Pre-empt business needs
Communicate effectively
Repeated Multi-media
training
Measure adoption, usage and
publish figures
Publish success stories
Key Questions for Change Mgmt Planning
What will change ?
Why will it change ?
How will it change ?
Who will change it ?
Change is enabled through 4 key change perspectives
Company confidential 13
Enterprise BI Strategy for ITC
BI Strategy
Execution Plan
Service & Maintenance
Governance Model
BI Vision
BI Needs/
Painpoints
BI Business Case
Scope
Definition
Implementation
Roadmap
& Project Plan
Architecture
(Data, System)
Tool Selection
Execution Model
(Inhouse/Outsource)
Vendor Selection
BI Budget
Service Model
(Outsource,
Managed BI Svc)
Service
Vendor Selection
Service
Quality
Management
Service
Improvement
Customer
Focus
Risk
Management
Value
Assessment
Organization
Alignment
BI Business Case

Unique Sales & Customer view
Unique Spend & vendor view
Supply chain wastes
Asset utilization gaps
Higher employee productivity
Greater IT ROI
Single Analysis Platform across biz
areas
Excel intelligence democratization !
Business Intelligence Mission (SYSCO):

Provide a single view of timely, accurate,
consistent & actionable information across
the enterprise through a common user
interface accessible anytime, anywhere to
authorized users, thereby enabling fact
based decision making.
Company confidential 14
So Whats Driving Trade Promotions?
New product introductions.
In 2003, 33,700 new FMCG items in the US marketplace alone
up from about 32,000 in each of the previous two years.
Declining shelf space.
Median US store size has declined since its 1999 peak of 44,843 square feet,
following nine consecutive annual rises.
Wider assortment range in both North American and European stores
constrains shelf space yet more.
Private-label products.
Private-label products now account for between 15% and 20% of items sold in
US supermarkets, 22% in Europe, and a staggering 42% in the UK.
Result - large and rising trade promotion spend
10 FMCG firms interviewed by Forrester planned 2003/4 trade promotions at
16% gross revenues
It all adds up to more than $100 Billion per year
Based on 2003 revenues, the 50 largest FMCG manufacturers.
Its the single largest element of expense for FMCGs, but the least well
controlled. Typically CFOs use a complex tangle of spreadsheets and
enterprise app extracts to track trade promotion dollars but have no way
accurately to estimate in advance the impact of a planned promotion. CRM
based approaches typically just rely on sales estimates of trade promotion
impact, thus ensuring that trade promotion accruals and supply chain
preparations are based only on guess work
No wonder senior execs get mauled by regulators and shareholders alike

Source : Forrester Research
Company confidential 15
Closed Loop Process BEGINS with Analyzing Performance
and Opportunities in the Business
Linking Insight and Performance Management with Decision Support
FINANCE
SALES
MARKET INSIGHTS
OPERATIONS
TRADE MANAGEMENT
BRAND / CATEGORY
MANAGEMENT
Analyze Performance
- During and end
of promotions
1
Plan, Simulate and
Evaluate Scenarios
3
Collaborate and
Approve New Plans
4
Generate new
Promotions
Plan/Forecast
5
Negotiate &
Sell in Deals
6
Execute
Deals
7
Analyze Opportunities
for Brands and Markets
2
Analytics
Operational
Company confidential 16
Only 7% of Manufacturers say that they are highly
effective at evaluating promotion productivity.
30
14
49
7
Inneffective Neutral Somewhat
Effective
Highly
Efective
Source: Brandweek November 25, 2002/Cannondale Study
Despite such large spends, not many manufacturers have
succeeded in measuring promotion effectiveness
Half of all promotional expenditure is wasted ... the problem is nobody
knows which half!
William H. Lever, Chairman, Unilever Corporation
Of all investments, promotional
spending is the highest whilst knowledge
about their return and effectiveness is
the lowest.

For promotions, the driver is what was
done the previous year

Most promotions are NOT evaluated in
an objective and systematic fashion

There are no management KPIs to
measure the business.

Company confidential 17
2.5%
1.5%
10.0%
ROS
Manage
Promotion
Driven Costs
Redeploy
Inefficient
Spending
80-90% of promotions are not profitable for
manufacturers
Consumers are unaware of 51% of items
bought on sale
Only 50% of manufacturers measure event
profitability
Potential Manufacturer Value Chain Improvement
(as a Percent of Sales)
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S
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Manufac-turing
Labor
Freight Fixed COGS Salesforce Distribu-tion
labor
Inventory
Carrying Cost
Diverting and
All Other
.4-.6%
.2-.3%
.2-.4%
.3-.6%
.1-.2%
.2-.3%
0-.1%
Up to
2.5%
Source: Accenture Industry Experience and Trade Promotion Study
EXPAND RETAIN
COST
MINIMIZE
REDEPLOY
(OR IMPROVE)
A
B
C
B
B
B
A
A
A
B
B
A
A
A
C
B
C
C
C
C
C
C
C
C
A
Less Impactful Events
More Impactful Events
Substantial Opportunity for Manufacturers
Research suggests that FMCG manufacturers can achieve up to a 40% increase
in return on sales through improved trade promotion management.
Company confidential 18
Some typical Trade Promotion Effectiveness KPIs
Process Steps KPI Description Type of KPI Source of Information Role Impacted
Measure the efficiency of
the entire supply network
to ensure that product is
available on the shelf at all
times during the promotion
Shelf
Availability
% of time that product
is available on shelf in
the correct shelf during
the total time of the
promotion
Operational Retailer Inventory
System by SKU by shelf
location
Brand Manager
Account Manager
Supply Chain Planner
Retail
Buyer/Merchandiser
Measure the profitability
of each promotion for the
entire lifecycle
Promotion
ROI
Incremental Revenue
less campaign costs,
creative costs,

Tactical/Strategi
c
Manufacturer Sales &
Costing systems
Brand Manager
Account Manager
VP - Marketing
Measure the lift in sales
volume due to the
promotion
Sales Lift% % increase in base
demand post promotion
Tactical Retailer POS systems Brand Manager
Account Manager
Demand Planner
Measure the extent of
cannibalization due to
promotion on other
SKUs/Stores
Sales Drop % % drop in base
demand of non-
promoted SKUs in
promoted Stores and
promoted SKUs in non-
promoted Stores
Tactical Retailer POS Systems Brand Manager
Account Manager
Demand Planner
Measure the extent of
Forward Buy by
Stores/Accounts

Store/Account
Volume
Mismatch between
POS sales volume and
Store/Account Buy
volume during promo
period
Operational Retailer POS systems
Manufacturer Sales
systems
Demand Planner
Account Manager
Company confidential 19
Trade Promotion Analytics Hierarchy of Needs
What
will
happen
What is
happening
Why did it
happen
What
happened
Operational
Tactical Strategic
Evaluate Promotions Effectiveness
Ensure shelf availability
Measurement of Sales KPIs Store level, SKU
level, Lift%, Drop%
Determine Order Status
Determine Promotion Costs
Demand Management
TP Scenario Planning
Determine and analyse Causals
Customer Behaviour Analysis
Inventory Management
Evaluate Store/Account Profitability
Measure promotion
impact on sales
volumes
A
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Company confidential 20
TPM Applications Key Interfaces
ERP
CRM
Operational
Application
POS
Customer Analytics
Inventory
SYNDICATE
DATA
Retailer Promo penetration
data
Total cost of promotion
Retailer Invoice data
Inventory Availability
Order Backlog
Analytical
Application
Forecast Accuracy
Base Demand
Historical Sales
Trend
Sales Performance
@ Brand-Account level
Customer Master Data
Product Master Data
Price Master Data
SCM
Store Promo Adoption
Consumer Off-take
Channel Spends
Stock-Out data
Consumer Billing Price
Store level forecasts
Planogram Compliance
Sales Returns
Market/Cateogry/Channel
Outlook
Consumer Panel Data
Retailer Panel Data
Reports
Causal Analysis
Exception Alerts
What-If Analysis
Optimisation
FMCG Enterprise
Applications
Retailer
Applications
FMCG TPM
Application
Third Party
Data
TPM Analytics
Company confidential 21
Thanks !
Company confidential 22
Evolution of BI
1995 2000 2005 2015
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M
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1990
BI Affordable, Democratized, Mobilized
Pervasive BI
(Business Planning, Collaboration)
Data > Insight, Alerts, Root Cause Analysis
Static Reports -> On-The-Spot Answers
BI > EPM/CPM
BI -> Greater Integration
Business Intelligence -> Intelligent Business
(Exception based Mgmt, predictive analytics etc)
MIS/EIS
Reports
B1 2.0
Company confidential 23
Evolution of BI
1990 1995 2000 2005 2015
I
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M
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y

Static Mgmt
Reports
Data
Silos
Integrated
Data
Repositories
Packaged
ERP BI
Real Time
Analytics
Expensive
Data
Integration
Desktop
OLAP
Reports
Excel Excel Excel
Web based
OLAP
Reports
OLAP
Reports
Exception
Based
Management
Predictive
Analytics
Collaborative
BI
Mainframes
Dashboards
Scorecards
Alerts
Analysis Trails
EPM
CPM
Text
Intelligence
What-If
Analysis
BI 2.0
Company confidential 24
Unilever Global Network : Connects all regional business units and its customers
under one global data pool
Unilever Akili

Global
Registry
Global Information
Service Center
Data Pool
Unilever Akili : Working together with the business to fulfill consumer
whishes better, faster and cheaper
Global Intelligence Framework
Supply Chain Intelligence
Consumer, Shopper & Trade Analytics
Market Trends &
Consumer
Segmentation
Trade
Dynamics,
promotion
management
Network
Planning &
Optimization
Competitive
Intelligence
Supply Chain & Demand Planning
Global Manufacturing
Integrated Sourcing Hubs
Regional
Supply
Chain
Disperse
d R&D
Category & Channel Marketing
Collaborative Shopper Value Creation
Regional Category Support
Regional
Demand
Planning
Regional
Distribution
Structure
Regional
Channel
Strategy
Category
Development
By country
Country
Specific
Intelligence
Brand
Activation
Plans
Enablers
Common Identification
Standards
Single Platform all
regions
Global Data
Synchronization
Standardized Processes &
Systems
Integrators
Common Business
Performance Models
Collaborative Planning
Company confidential 25
Nestle GLOBE (Global Business Excellence)
Implementation of
harmonized Nestle
Business Excellence Best
Practices All Regions
Managing Data as
corporate assets
Implementation of single
data standard All
Regions
Implementation of
standardized information
system & technology
all regions
GLOBE - Objectives
Key Initiatives
Business
Benefits
Effective decision
making
Enables Shared Services
& reduces cost of operations
Speed to share & Implement
new best practices
Supply Chain
Demand Planning
Manage risks to
targets
Global Sourcing
Effective hedging
Working capital
optimization
SKU optimization
Customer
profiling &
categorization
Marketing
Effectiveness
Consumer &
shopper behavior
Trade dynamics &
channel
intelligence
Micro Marketing
intelligence specific
to regional needs
Drive operational
channel marketing
programs
Portfolio
Enhancement
By Geography,
Category & by
Product groups
Help to optimize
product offerings
Identify new
opportunity for
growth of existing
products in the
global portfolio
Strategic
Partner

Help in M&A
Identify Cash Flow
issues
Currency risks
Aid in investment
opportunities
Company confidential 26



Reebok Global Business Intelligence
Sales &
Marketing
Analytics
Purchase
Analytics
Supply Chain
Analytics
Vendor
Analytics
Financial
Analytics
SAP BW
SAP R/3 - AFS
(Apparel & Footwear solution)
[NAM, Canada, Japan, Europe, Russia]
SAP R/3 - AFS
(Apparel & Footwear solution)
[NAM, Canada, Japan, Europe, Russia]
SAP R/3 - AFS
(Apparel & Footwear solution)
[NAM, Canada, Japan, Europe, Russia]
SAP R/3 - AFS
(Apparel & Footwear solution)
[NAM, Canada, Japan, Europe, Russia]
mySAP portal
Customers
Logistics
Vendors
Forwarders Customs
Financial
Institutions
Enterprise Exchange Service
Key Benefits
a. Consolidated picture of performance By brand, By Geo, By Period
b. Fact based decision making exception based Supply Chain management
c. Driving accountability across organization metrics ownership from top to bottom
d. Better vendor control vendor scorecarding
e. Improved sharing of best practices within organization visibility across organization
Sales Force
Company confidential 27
Managed-BI Service Model for ITC
Client Business Team
BI Program Management
Business Analysts
BI Support
Reporting Services
Generate OnDemand reports, Alerts, Dashboards
Maintain ETL Reporting, Database applications
Analytics Services
ITCInfotech Client Management Team
I
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C

I
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e
c
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G
o
v
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e
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M
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h
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d
o
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i
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s


&


P
r
o
c
e
s
s
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s

Q
u
a
l
i
t
y


C
o
n
t
r
o
l


(
S
c
o
r
e
c
a
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d
s
)

SLAs, Joint Planning, Escalations,
Business requirements, Financials,
Change Management
Complexity Firewall
Clients Client Client Partner
BI Application Portal (ITD, FBD, Hotels, LRBD)
Systems & Datacenter
Knowledge Services
Business Analytics Services (Segmentation, Price Elasticity etc)
Business Optimization Services (Stock optimization, Route Opt)
Data Management Services
Master Data Management
Data Quality Management
Infrastructure Services
Software Server Management
Hardware & network Management
SME (SCM, CRMetc)
Analytics Experts
Architects
BI Engineers
ETL Engineers
DBA
Data Administrators
Data Analysts
Hardware Engineers
Network Engineers
Managed Service Vendor Facilities
S
e
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u
r
i
t
y


C
o
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t
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o
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Company confidential 28
Financial Analytics
Profitability Analysis
Financial Planning Accuracy
Working Capital Analysis
Brand Analytics
Category & Portfolio Analysis
Marketing Spend Effectiveness
Brand & Market Analysis
TM&D Performance Scorecard
Operational Analytics
Production & Planning Efficiency
Unit Level Scorecard & Automation
New Product Lifecycle Analysis
Vendor Scorecard
SCOR Measures
Business-Analytics Scope of Integrated BI
Customer Analytics
WD Profitability Analysis
Retail Outlet Analysis
Customer Service Effectiveness
Trade Marketing Analytics
Sales Analysis
Salesforce Analysis
Channel Analysis
Category Analysis
Trade Promotion Analysis
Workforce Analytics
Employee Attrition
Workforce Productivity
IR Effectiveness
Resource analysis
Company confidential 29
Distribution Performance
Supply Chain Planning efficiency
Supply Chain effectiveness
Supply Network efficiency
Warehouse Performance
S&OP Analysis
Forecasting Accuracy
Planning Adherence & efficiency
Variance Analysis
HR Performance
Recruitment Efficiency
HR Spend analysis
Working Environment Regulation
Effectiveness
Payroll Efficiency
Business-Analytics Scope of Integrated BI
Project Performance Mgmt
Project Planning efficiency
Project Spend & vendor Analysis
Project Execution effectiveness
Project Risk Analysis
Corporate Sustainability Performance
Carbon footprint, variance & credit
analysis
Sustainability Spend Analysis
Company confidential 30
Integrated EPM/BI Capability
Corp
Performance
TM&D
Perf
Sales Distribution
Category
Perf
Branch
Perf
Promo Perf
Finance
Channel
Perf
Planning
Perf
Warehouse
Perf
Logistics
Perf
Network
Eff
WD
Perf
WSD
Perf
AM
Perf
Outlet Svc
Eff
Route
Eff
Carrier
Eff
Scheduling
Eff
CBSC, Food,
PCB Perf
Brand Perf
Mgmt
Finance
Operations
Perf
HR Perf
Portfolio
Perf
Mkt Research
Perf
NPD
Perf
Procurement
Perf
Plant
Perf
R&D
Perf
Workforce
Eff
HR Perf
Emp Perf
Emp
Eff
AE
Perf
Dist
Perf