BI in FMCG

BI in FMCG Industry
- Raj Basu
©Company confidential 1
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
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 • Operations Analytics

• Working Capital Optimization (C2C Cycle) • Plant Performance Management
• Debtor Analytics • MES 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
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 it’s 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
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.
Incr Share
Superior
Holder value
Insight
Consumer
Sustained Effective Model To Identify Capability
Develop
Profitable growth Measure PerformanceDevelopment Needs
Accelerate Improve
Organic Growth Productivity
Key
Business
HR Effectiveness
Benefits
Adopt New Technology For

Manufacturing Flexibility
Process Efficiency
Organizational Strategy
Customer Satisfaction Alignment Communication
Financial Performance
Objective Measures Initiatives
Business
Performance
Vision Level 0 : Corporate
Strategy Communication
Closed Loop - Feedback
Strategic
Objective
Functional Level 1 : Business

Functions
Objectives
Unit
Objectives
Individual
Objectives Level 2 : Units
Classic Balanced Scorecard Framework
Perspective Key Imperatives Key Questions

Vision &
Strategy
Effect Results
Financial “Profitability” To Satisfy our shareholder, what
financial objectives must
“Return on Capital Employed”
we accomplish
Customer “Consumer Satisfaction” To achieve our financial goals, what

“Market Share” customer needs, must we satisfy
Internal “Efficiency” To satisfy our customers, what

Process internal business processes, must
we excel in
Cause Action
To achieve & maintain our competitive
Learning “Knowledg position, how must the organization
& Growth e” the Organization learn & improve
“Innovatio
n”
Balanced Scorecard incorporates a double loop feedback around both internal business processes and external outcomes
Decision-making challenges at ITC Businesses
Organizational Alignment
• Business Performance Mgmt – Executive, Functional, Unit Level Scorecards
• Employee Performance Mgmt – Personal Scorecards
Fact Based Decision-Making / Actionable Intelligence

Tactical Operational
• Targeted Promotions & variable pricing • Exception based operations at the Factories
• Outlet Segment specific service packages • Stock optimization across supply chain nodes
• Profitability based supply routes • Fast tracking complaints from High Value Cust
• Demand driven inventory management • Personnel workload mgmt across stores
Performance Visibility Analytical Capability

• Promotion & marketing impact tracking
• Supply Chain bottlenecks • Outlet Service Route Optimization
• SKU velocity • Outlet Segmentation
• Logistics impact on operating margins • Analytical Forecasting
• Store Allocation efficiency • Six Sigma Analytics
• Reservation Pipeline vs Forecast • Price Elasticity Analysis
• 360 deg Customer Views • BCG Portfolio Analysis
• 360 deg Supplier views • Human Productivity Analysis
• Cost variance tracking • Loyalty Analytics
• Order-To-Fulfillment, Cash –To-Cash,
Procure-To-Pay cycle times
Integrated Analysis across value chains

• 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
EPM driven BI at a US Food Distribution Major
Strategic Strategic
Goals Metrics/Scorecards
Demand Sourcing Supply Chain Customer

Initiatives Initiatives Initiatives Initiatives
Some Analysis Areas Some Analysis Areas Some Analysis Areas Some Analysis Areas
• General Analysis • Spend Analysis • Delivery Effectiveness • General Analysis
• Sales Force Effectiveness • Supplier Performance • SKU rationalization • Segmentation Analysis
• Trade Promotion Analysis Effectiveness • Contract Compliance
Effectiveness • Item & Brand Analysis • Backhaul Effectiveness • Business Review Analysis
• Marketing Effectiveness • Bid Analysis • Carrier Performance • Customer Profitability
• Market Analysis • Competitive Analysis Analysis Analysis
Business Functions - Functional Metrics, Reports, Alerts, Scorecards, What-If Analysis, Guided Analysis
IT Functions - Dashboards, BI Tools, Databases, ETL, Data Models, Metadata
A single BI System should support the EPM Model
Performance Management Model
A common data set populates

the entire model enabling :-
• Scalability
• EPM, Data, BI Model
• System Performance
• Integration
• data linkages
• business rules
BI Layer (Business logic, number crunching, metric/report generation )
Outlet Sales, Invoices, Purchase Orders Business Plan, Forecast, A/R, A/P,
Inventory, Transport Orders, Stock Tr Orders,
Data Warehouse Visual Merch Audit, Production Plans,
Salary Advice, re-distribution Costs (Data Storage) Market Research, Production Jobs
Data Extraction, Cleansing, Staging,

Transformation & Loading ETL Layer
Source Systems
TM&
SAP Visual Audits HR Perf
Sales Force
& CRM WD System Excels PLM HRMS
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-à-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
Typical BI Transformation Roadmap
Major Organization Transformations…..
Brand Management Transformation
Process Improvement Transformation
Supply Chain Transformation
…Need a Performance Mgmt & BI Transformation to empower & measure effect of transformation !
BI Transformation Roadmap
Define Create
EPM & BI Define BI BI
Performance Mgmt BI Governance BI Value Mgmt
Workshops BI Strategy Implementation Change Mgmt
Model Model
wareness Creation Framework

Technology Drivers Identify Sponsor Business Requirements Training KPO
ppreciation of Best Metrics Models
App Architecture Create Steering Comm System Requirements Communication Customer Service
Practices Scorecards
Data Architecture Create Execution Comm Design Biz Process Changes Business Impact
tent Generation Alerts
Platform Selection Comm to all stakeholders Development Expectation Mgmt BI Perf Mgmt
Linkages/Alignments
Vendor Selection Set expectations/Time Testing Usage Monitoring BI RoI
Analysis Flows
Initiatives Create Project Plan Deployment BI Support Processes BI Enhancements
Dashboard Designs
Roadmap Risk mgmt
Biz Case/ Info Needs
Effort Estimation
Get Mgmt Buy-In
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
Key Questions for Change Mgmt Planning
What will change ?
Change Why will it change ?
How will it change ?
Who will change it ?
Change is enabled through 4 key change perspectives
People Participation Processes Systems Culture
• Business Driven Program

• Business Sponsorship • Identify and Plan for • Identify & Plan all system • Showcase Business Benefits
• Business Buy-In, Ownership process changes early on changes early on • Keep business in loop during
• Identify Business Change • Create effective (Frontline systems may need to change in scope
Agents communication channels have more checks and measure • Embed in biz processes like
• Remove Business IT gaps and joint project plans to improve data quality) sales review etc
• Remove fear of Retrenchment with other process owners • Create effective • Pre-empt business needs
• Create Senior Mgmt • Cultural and governance communication channels • Communicate effectively
Champions to spread the change needs to go along and joint project plans with • Repeated Multi-media
message with process changes other System owners training
• Communicate all system • Measure adoption, usage and
changes to the Organization • publish figures
• Publish success stories
Enterprise BI Strategy for ITC
Business Intelligence Mission BI Strategy
(SYSCO):
BI Vision BI Needs/ BI Business Case BI Budget
Provide a single view of timely,Painpoints
accurate,
consistent & actionable information
across the enterprise through a common
Execution Plan
user interface accessible anytime,
anywhere to authorized users, thereby Execution Model
Implementation Architecture
Scope
enabling fact based decision
Definition making. (Inhouse/Outsource)
Roadmap
Vendor Selection
(Data, System)
Tool Selection
& Project Plan
BI Business Case
Service & Maintenance
Service Model Service
•Unique
Service Sales & Customer view
Service
(Outsource, Vendor Selection •Unique
Quality Spend & vendor
Improvement
view
Managed BI Svc) Management
•Supply chain wastes
•Asset utilization gaps
Governance•Higher
Model employee productivity
•Greater IT ROI
Organization
•Single Analysis
Customer Risk Value Platform across biz
Focus Management Assessment Alignment
areas
•Excel intelligence democratization !
So What’s 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.
– It’s 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
Closed Loop Process BEGINS with Analyzing Performance
and Opportunities in the Business
2
1 3
Analyze Opportunities
Analyze Performance for Brands and Markets Plan, Simulate and
- During and end Evaluate Scenarios
of promotions
FINANCE
7 TRADE MANAGEMENT
SALES
OPERATIONS BRAND / CATEGORY
Execute MANAGEMENT
Deals MARKET INSIGHTS
Collaborate and
Approve New Plans
Generate new 4
Negotiate &
Promotions
Sell in Deals
Plan/Forecast
6 5
Analytics
Operational
Linking Insight and Performance Management with Decision Support
Despite such large spends, not many manufacturers have
succeeded in measuring promotion effectiveness
Only 7% of Manufacturers say that they are highly • Of all investments, promotional
effective at evaluating promotion productivity. spending is the highest whilst knowledge
about their return and effectiveness is
4 9 the lowest.
• For promotions, the driver is what was

done the previous year
3 0
• Most promotions are NOT evaluated in
an objective and systematic fashion
1 4 • There are no management KPI’s to

measure the business.
7
I n n e f f Ne ce tu i vt S r e ao l m e Hw i h g a h t l y
“Half of all promotionalE f expenditure
f e c Et i fv e e is
c wasted
t i v e …... the problem is nobody
knows which half!”
William H. Lever, Chairman, Unilever Corporation
Source: Brandweek November 25, 2002/Cannondale Study
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.
 80-90% of promotions are not profitable

More Impactful Events
for manufacturers
RETAIN EXPAND
 Consumers are unaware of 51% of items B C
A
A
A A
B B A
B C A A
bought on sale
A B B
C B
C
 Only 50% of manufacturers measure event
C C
C
REDEPLOY
C
C COST
“Redeploy (OR IMPROVE) MINIMIZE
Inefficient profitability C
Spending” Less Impactful Events

“Manage 1.5%
Promotion
Driven Costs”
2.5%
Potential Manufacturer Value Chain Improvement
(as a Percent of Sales)
.4-.6%
.2-.3%
.2-.4% .3-.6% Up to
.1-.2%
Percent of Sales
.2-.3% 0-.1% 2.5%
10.0%
ROS
Manufac-turing Freight Fixed COGS Salesforce Distribu-tion Inventory Diverting and

Labor labor Carrying Cost All Other
Source: Accenture Industry Experience and Trade Promotion Study
Some typical Trade Promotion Effectiveness KPIs
Process Steps KPI Description Type of KPI Source of Information Role Impacted
 Measure the efficiency of the  Shelf Availability  % of time that product is  Operational  Retailer Inventory  Brand Manager
entire supply network to ensure available on shelf in the System by SKU by shelf  Account Manager
that product is available on the correct shelf during the location  Supply Chain Planner
shelf at all times during the total time of the
promotion promotion  Retail
Buyer/Merchandiser
 Measure the profitability of  Promotion ROI  Incremental Revenue less  Tactical/Strategic  Manufacturer Sales &  Brand Manager
each promotion for the entire campaign costs, creative Costing systems  Account Manager
lifecycle costs,  VP - Marketing
 Measure the lift in sales  Sales Lift%  % increase in base  Tactical  Retailer POS systems  Brand Manager
volume due to the promotion demand post promotion  Account Manager
 Demand Planner
 Measure the extent of  Sales Drop %  % drop in base demand of  Tactical  Retailer POS Systems  Brand Manager
cannibalization due to non-promoted SKUs in  Account Manager
promotion on other promoted Stores and  Demand Planner
SKUs/Stores promoted SKUs in non-
promoted Stores
 Measure the extent of  Store/Account  Mismatch between POS  Operational  Retailer POS systems  Demand Planner
Forward Buy by Volume sales volume and  Manufacturer Sales  Account Manager
Stores/Accounts Store/Account Buy volume systems
during promo period
Trade Promotion Analytics – Hierarchy of Needs
Operational Tactical Strategic
Demand Management TP Scenario Planning

• What
will
happen Inventory Management Customer Behaviour Analysis
A
N Ensure shelf availability
• What is
A happening Measurement of Sales KPIs – Store level, SKU
L • Why did it level, Lift%, Drop%
Y happen Determine and analyse Causals
T
I Determine Order Status
Evaluate Promotions Effectiveness
C • What
Determine Promotion Costs
S happened Measure promotion
impact on sales
volumes Evaluate Store/Account Profitability
TPM Applications – Key Interfaces
Customer Master Data Store Promo Adoption
Channel Spends POS Inventory
Product Master Data
ERP
Price Master Data Consumer Off-take
Sales Performance Customer Analytics

SCM @ Brand-Account level
Stock-Out data
Historical Sales
Consumer Billing Price
Trend
Store level forecasts
CRM Base Demand
Operational
Application Planogram Compliance
Sales Returns
Forecast Accuracy
Order Backlog
Market/Cateogry/Channel
Inventory Availability Outlook
Retailer Panel Data SYNDICATE
Retailer Invoice data Analytical
Application Consumer Panel Data DATA
Total cost of promotion
Retailer Promo penetration

data
Reports Exception Alerts What-If Analysis Causal Analysis Optimisation

Retailer Third Party
FMCG Enterprise FMCG TPM TPM Analytics
Applications Applications Data
Application
Thanks !
Evolution of BI
Maturity
BI Affordable, Democratized, Mobilized

B1 2.0
Pervasive BI
(Business Planning, Collaboration)
Increasing
Data –> Insight, Alerts, Root Cause Analysis
Static Reports -> On-The-Spot Answers

MIS/EIS
Reports BI –> EPM/CPM
BI -> Greater Integration
Business Intelligence -> Intelligent Business

(Exception based Mgmt, predictive analytics etc)
1990 1995 2000 2005 2015
Evolution of BI
BI 2.0
What-If
Excel Excel Excel
Analysis
Collaborative Text
Maturity
BI Intelligence
Desktop
OLAP EPM Predictive
OLAP
Reports CPM Analytics
Reports
Increasing
Expensive Web based Dashboards Exception

Static Mgmt Scorecards
Data OLAP Alerts
Based
Reports
Integration Reports Analysis Trails Management
Integrated
Data Packaged Real Time
Mainframes Data
Silos ERP BI Analytics
Repositories
1990 1995 2000 2005 2015
Unilever Akili
Unilever Global
Akili : Working
Networktogether
: Connects
with
all the
regional
business
business
to fulfill
unitsconsumer
and its customers
under
whishes
one
better,
globalfaster
data pool
and cheaper
Global Intelligence Framework Enablers
Common Identification
Supply Chain Intelligence Standards
Global
Single Platform – all
Consumer, Shopper & Registry
Trade Analytics
regions
Global Data
Trade Network
Market Trends & Competitive Synchronization
Dynamics, Planning &
Consumer Intelligence
promotion Optimization
Segmentation Standardized Processes &
management
Systems
Global Information
Service Center
Supply Chain & Demand Planning Category & Channel Marketing Integrators
Global Manufacturing Collaborative Shopper Value Creation

Common Business
Integrated Sourcing Hubs Regional Category Support
Performance Models
Regional Disperse Regional Regional Regional Category Country Brand

Supply d R&D Demand Distribution Channel Development Specific Activation Collaborative Planning
ChainPool
Data Planning Structure Strategy By country Intelligence Plans
Nestle – GLOBE (Global Business Excellence)
Implementation of Managing Data as Implementation of
harmonized Nestle corporate assets – standardized
GLOBE - Objectives Business Excellence Best Implementation of single information system &
Practices – All Regions data standard – All technology – all regions
Regions
Key Initiatives Marketing Portfolio Strategic

Supply Chain
Effectiveness Enhancement Partner
 Demand Planning  Consumer &  By Geography,  Help in M&A
 Manage risks to shopper behavior Category & by  Identify Cash Flow
targets  Trade dynamics & Product groups issues
 Global Sourcing channel intelligence  Help to optimize  Currency risks
 Effective hedging  Micro Marketing product offerings  Aid in investment
 Working capital intelligence specific  Identify new opportunities
optimization to regional needs opportunity for
 SKU optimization  Drive operational growth of existing
channel marketing products in the
 Customer
programs global portfolio
profiling &
categorization
Business Effective decision Enables Shared Services Speed to share & Implement
Benefits making & reduces cost of operations new best practices
Reebok – Global Business Intelligence
Sales &
Purchase Supply Chain Vendor Financial
Marketing
Analytics Analytics Analytics Analytics
Analytics
mySAP portal
SAP BW
SAP R/3 - AFS SAP R/3 - AFS SAP R/3 - AFS SAP R/3 - AFS
(Apparel & Footwear solution) (Apparel & Footwear solution) (Apparel & Footwear solution) (Apparel & Footwear solution)
[NAM, Canada, Japan, Europe, Russia] [NAM, Canada, Japan, Europe, Russia] [NAM, Canada, Japan, Europe, Russia] [NAM, Canada, Japan, Europe, Russia]
Enterprise Exchange Service
Logistics Financial
Sales Force Customers Forwarders Customs
Vendors Institutions
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
Managed-BI Service Model for ITC
Client’s Client Client Business Team Client Partner
SLAs, Joint Planning, ITCInfotech Client Management Team

Escalations, Business
requirements, Financials,
• BI Program Management
Change Management • Business Analysts
• BI Support
Security
Control
BI Application Portal (ITD, FBD, Hotels, LRBD)

Complexity Firewall
ITC Infotech Governance Measures
Managed Service Vendor Facilities
Knowledge Services Analytics Services

• SME (SCM, CRMetc)
• Business Analytics Services (Segmentation, Price Elasticity etc)
Quality Control
• Analytics Experts
• Business Optimization Services (Stock optimization, Route Opt)
(Scorecards)
• Architects
Reporting Services
• BI Engineers
• Generate On–Demand reports, Alerts, Dashboards
• ETL Engineers
• Maintain ETL Reporting, Database applications
• DBA
Data Management Services • Data Administrators

Methodologies
• Master Data Management

Systems & Datacenter • Data Analysts
& Processes
• Data Quality Management
Infrastructure Services
• Hardware Engineers
• Software Server Management
• Network Engineers
• Hardware & network Management
Business-Analytics Scope of Integrated BI
 Financial Analytics  Customer Analytics

 Profitability Analysis  WD Profitability Analysis
 Financial Planning Accuracy  Retail Outlet Analysis
 Working Capital Analysis  Customer Service Effectiveness
 Brand Analytics  Trade Marketing Analytics

 Category & Portfolio Analysis  Sales Analysis
 Marketing Spend Effectiveness  Salesforce Analysis
 Brand & Market Analysis  Channel Analysis
 TM&D Performance Scorecard  Category Analysis
 Operational Analytics  Trade Promotion Analysis
 Production & Planning Efficiency  Workforce Analytics

 Unit Level Scorecard & Automation  Employee Attrition
 New Product Lifecycle Analysis  Workforce Productivity
 Vendor Scorecard  IR Effectiveness
 SCOR Measures  Resource analysis
Business-Analytics Scope of Integrated BI
 Distribution Performance  Project Performance Mgmt

 Supply Chain Planning efficiency  Project Planning efficiency
 Supply Chain effectiveness  Project Spend & vendor Analysis
 Supply Network efficiency  Project Execution effectiveness
 Warehouse Performance  Project Risk Analysis
 S&OP Analysis  Corporate Sustainability Performance

 Forecasting Accuracy  Carbon footprint, variance & credit
 Planning Adherence & efficiency analysis
 Variance Analysis  Sustainability Spend Analysis
 HR Performance
 Recruitment Efficiency
 HR Spend analysis
 Working Environment Regulation

Effectiveness
 Payroll Efficiency
Integrated EPM/BI Capability
Corp
Performance
TM&D CBSC, Food,

Perf PCB Perf
HR Perf
Brand Perf Operations

Finance HR Perf
Sales Finance Distribution Mgmt Perf
Emp Perf
Planning
Perf Mkt Research Portfolio Procurement R&D
Category Perf Perf Perf Perf
Promo Perf
Perf Warehouse Network
Dist Perf Eff NPD Plant Workforce
Perf Perf
Channel Perf Eff
Perf Outlet Svc Logistics
Branch
Eff Perf
Perf
Emp
WD WSD Route Scheduling Carrier Eff
Perf Perf Eff Eff Eff
AM
Perf
AE
Perf

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BI in FMCG Industry

• FMCG space dynamics

• Impact on FMCG strategy & operations

• Financial Analytics for greater ROCE • Operations Analytics

• Supply Chain Analytics

• Most of the large FMCG companies are centralizing BI as a shared service

• Global players are even further ahead

Adopt New Technology For

Objective Measures Initiatives

Vision Level 0 : Corporate

Functional Level 1 : Business

Perspective Key Imperatives Key Questions

Customer “Consumer Satisfaction” To achieve our financial goals, what

Internal “Efficiency” To satisfy our customers, what

Fact Based Decision-Making / Actionable Intelligence

Performance Visibility Analytical Capability

Integrated Analysis across value chains

Demand Sourcing Supply Chain Customer

IT Functions - Dashboards, BI Tools, Databases, ETL, Data Models, Metadata

A common data set populates

BI Layer (Business logic, number crunching, metric/report generation )

Data Extraction, Cleansing, Staging,

• Impact of raw material shortage on retail offtake

• Analysis of a request for a short runner on

• 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

Brand Management Transformation

Process Improvement Transformation

Supply Chain Transformation

wareness Creation Framework

Change is enabled through 4 key change perspectives

People Participation Processes Systems Culture

• Business Driven Program

Source : Forrester Research

Linking Insight and Performance Management with Decision Support

• For promotions, the driver is what was

1 4 • There are no management KPI’s to

 80-90% of promotions are not profitable

Spending” Less Impactful Events

.2-.3% 0-.1% 2.5%

Manufac-turing Freight Fixed COGS Salesforce Distribu-tion Inventory Diverting and

Source: Accenture Industry Experience and Trade Promotion Study

Operational Tactical Strategic

Demand Management TP Scenario Planning

Sales Performance Customer Analytics

Retailer Promo penetration

Reports Exception Alerts What-If Analysis Causal Analysis Optimisation

BI Affordable, Democratized, Mobilized

Data –> Insight, Alerts, Root Cause Analysis

Static Reports -> On-The-Spot Answers

BI -> Greater Integration

Business Intelligence -> Intelligent Business

1990 1995 2000 2005 2015

Expensive Web based Dashboards Exception

1990 1995 2000 2005 2015

Global Manufacturing Collaborative Shopper Value Creation

Regional Disperse Regional Regional Regional Category Country Brand

Key Initiatives Marketing Portfolio Strategic