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Managing Product Information

Managing Product Information. Greg Rodgers, Director of Market Strategy, QAD September, 2004. manufacturing excellence. yesterday. today. tomorrow. Forecast Demand Best Guess Historical Information Demand Management Enterprise-Centric. 1980. 1985. 1990. 1995. 2004.

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Managing Product Information

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  1. Managing Product Information Greg Rodgers, Director of Market Strategy, QAD September, 2004

  2. manufacturing excellence yesterday today tomorrow

  3. Forecast Demand • Best Guess • Historical Information • Demand Management • Enterprise-Centric 1980 1985 1990 1995 2004

  4. Forecast Demand • Best Guess • Historical Information • Demand Management • Enterprise-Centric 1980 1985 1990 1995 2004 React to Demand • Real-Time Information • Enterprise & Extended Enterprise • Reduce Complexity & Lead Time

  5. 1980 1985 1990 1995 2004 21st century:anticipate

  6. Lean Mfg ERP Manufacturing Distribution Warehousing Finance Service/Support JIT Mfg Enterprise

  7. Lean Mfg ERP Manufacturing Distribution Warehousing Finance Service/Support JIT Mfg Enterprise Distrib Order Mgmt Distrib Order Mgmt. SSS CSS Suppliers Demand Replenishment Management Customers Supply Replenishment Management Schedules Schedules SMI VMI Extended Enterprise

  8. Lean Mfg ERP Manufacturing Distribution Warehousing Finance Service/Support JIT Mfg Distrib Order Mgmt Distrib Order Mgmt SSS CSS Demand Replenishment Management Community Supply Replenishment Management Suppliers Demand Replenishment Management Customers Community Supply Replenishment Management Schedules Schedules SMI VMI Enterprise Extended Enterprise Networked Enterprise

  9. supply chain execution

  10. collaboration & replenishment replace inventory with information

  11. customer input

  12. insight • first 75 vertical insights conducted • 20 person weeks effort • 220 hours interviews • 130 hours reporting • 90 hours analysis • well received by customer • solid feedback • giving useful data

  13. method

  14. Compliance Supplier Customer Manufacturing

  15. Emphasis of different Verticals Compliance Medical CPGFood & Beverage Automotive Supplier Electronics Industrial Customer Manufacturing

  16. Compliance Supplier Customer Manufacturing Top 5 by VerticalCPG Compliance UCC/net RFID Supplier Customer 12 mo 18 mo future Demand PLM OUTSOURCING Manufacturing

  17. Compliance Supplier Customer Manufacturing Top 5 by VerticalFood & Beverage Compliance UCC/net RFID TRADE MANAGEMENT Supplier Customer Demand future PLM Manufacturing

  18. Top three areas of Challenge for CPG and F&B Compliance Medical CPGFood & Beverage Product Information Mgt Demand Management Trade Management Automotive Supplier Electronics Industrial Customer Manufacturing

  19. Compliance Supplier Customer Manufacturing Top 6 areas for allvertical markets Compliance UCCnet/EANnet RFID Supplier Customer 12 mo 18 mo future BI Demand Management Product LifecycleManagement Lean Manufacturing

  20. PIM is Pan-Vertical

  21. Product Information Management (PIM) • Key words in a definition / description: • Management and Control of all product attributes • Centralized repository and attribute locator directory • Synchronized internal and external distributed repositories, including data pools • Workflow and content management • Across Internal and External applications and Trading Partners • Single version of the truth “A centralized management system of accurate, timely, and consistent item information easily accessed across the enterprise and synchronized with trading partners”

  22. The PIM Challenges • New and innovative products • Multiple owners and processes • Multiple repositories and formats • eBusiness • Demand driven supply chains require accurate, timely, and consistent information

  23. Market Drivers • Operational improvements (Tactical-near term) • High error rates between PO‘s and invoices result in excessive human resources applied, charge backs, returns, etc • Promotional effectiveness and desired lift is not optimized-largest uncontrolled cost for the CP Food & Beverage Vertical • Trading Partners demanding compliancy to improve their individual supply chains (UCCnet, EANnet, RFID, ELV, RoHS etc.) • Competitive advantages (Strategic-longer term) • Faster product lifecycles • Out-sourced production opportunities • Optimized value chains, not individual companies

  24. Mergers and Acquisitions • IBM acquired Trigo (catalogue and synchronization) • Sterling acquired TR2 (data synchronization and data pool) • SAP acquired A2i (support MDM Netweaver product) • GSX acquired HAHT (data pool and synchronization)

  25. Market Movement by Standards ePC Warranty ELV EAN-UCC SBT Mandates Sunrise 2005 UCCnet EANnet AIAG IMDS ODETTE GDSN 04’ EDI/UPC Transora WWRE RFID Data Pools RossettaNet Medical GLN 04’ RFID Lab QSYNC QAD Movements 4-QSYNC Customers

  26. Analysts and Industry Insights • AMR- “The costs are real--an AT Kearney study shows that inefficiencies caused by unsynchronized data cost suppliers and retailers as much as $40B annually.” • Forrester Research- “The process of data exchange today is so error prone that, on average, 30% of product data is incorrect across the supply chain.” • Gartner -“The GTIN-based EPC will become the dominant product and item coding standard in the CPG industry by 2006.” • Grocery Manufacturers of America-“Global data synchronization is the underlying foundation for EPC implementation. If the data isn’t right, you’ll only expedite the transmittal of bad data.”

  27. Area’s Included In PIM

  28. The PIM Architecture

  29. Existing QAD Capabilities To Leverage • QSYNC-CP • Item Attributes shared with UCCnet • Master File Sync • Synch’d item data across ERP applications • Domains • Shared Master files, and financials • QXtend • QAD standard, XML based, mapping and integration toolset • Distributed Order Management • Optimizing and routing data entry • Services • Implementation and consulting

  30. QSYNC-CP Provides ability to sync limited item attributes with tradingpartners Trading partners collaborate viaUCCnet

  31. Master File Sync Provides ability to sync master data between ERP Instanceswithin the enterprise

  32. Domains Allows Sharing Of Master Files Between ERP Instances Plant 1 Plant 2 Plant 3 ERP Database ERP Database ERP Database Plant 1 Logical Partition by Domain Plant 2 Logical Partition by Domain Plant 3 Logical Partition by Domain Single MFG/PRO eB2 Shared Services Database

  33. QAD Market Opportunities • Vertical Priorities • Consumer Products / Food & Beverage • Medical • Automotive Aftermarket • Electronics / Industrials • Installed Base • Tactical components and build a strategic PIM solution • Upgrades may be built into eB3 • Foundation piece for RFID and other capabilities • New Customers • A “price of admission” PIM feature set in many target verticals, especially in the CPF&B

  34. Delivering the demand driven supply chain • Insights • Surveys • User Groups • Value Days • Customer Advisory Groups • Strategic • Tactical • Develop Groups • QAD Products

  35. In Summary • The future is about anticipating demand • Demand driven supply chains are the order • Better information is required across the supply chain • Customer Insights identified PIM as a SC challenge • PIM impacts all verticals • QAD has solutions today and a vision for the future

  36. Thank You!

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