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Driving profitable Innovation with Product Lifecycle


Management Solution and Customer Case Study
Vaidyanathan Rathinakumar , Director PLM Applications - Asia Pacific

Safe Harbor Statement

The following is intended to outline our general product


direction. It is intended for information purposes only,
and may not be incorporated into any contract. It is not
a commitment to deliver any material, code, or
functionality, and should not be relied upon in making
purchasing decisions.
The development, release, and timing of any features
or functionality described for Oracle’s products remains
at the sole discretion of Oracle.

© 2007 Oracle Corporation – Proprietary and Confidential 2

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Agenda

• Market and Innovation Trends


• Innovation Process and Challenges
• Oracle Product Life Cycle Management
• Case Study

© 2007 Oracle Corporation – Proprietary and Confidential 3

What we hear from our customers ?

“Different systems to “More a follower than “Need speed to


manage stage-gate” an innovation leader” market”

“stage-gate
“Compliance is a big administration is
issue with us… major too slow ”
recalls due to allergen “Accuracy of ingredient
labelling” declaration is a very
manual cumbersome
effort ”
“we think of new
things, but by the time
we launch it, someone “Not looking for a White
else has come up with elephant like QMX”
the same product ”

“All systems
disconnected and
data all over the “No current
place” “Lack of a single “Need better internal safeguards for
version of the truth” and external approved
collaboration” suppliers”

© 2007 Oracle Corporation – Proprietary and Confidential 4

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Innovation in Consumer Goods

• While growth and innovation remain a top priority for


Consumer Goods companies, the success rate was
poor in 2006:
• More than 80% of new products launched failed to meet their
goals
• More than 100,000 new UPCs were launched last year, but
only 1% or 2% of new consumer products become $100M
brands
• Breakthrough innovation was rare; 56% of new products
launched were current products or line extensions
• In the face of the Consumer Goods companies’ failure to
innovate, retailers are becoming innovators and launching
new products

Source: AMR Research, “Part 2: How Can You Be Demand Driven If You Don’t Know Your Shopper?”, March 2007

© 2007 Oracle Corporation – Proprietary and Confidential 5

Market for Food & Beverages Industry

• •Asia
AsiaPacific
PacificDemand
Demandaccount
accountfor
for37
37%%
• Packaged Food and meat account
• Packaged Food and meat account for for
6767%%

• •Agriculture
AgricultureProduct
Productaccounts
accountsfor
for33
33%%

Global Food Products Industry Value Forecast, 2007-2012


Global Food Products Industry Value Forecast, 2007-2012
CAGR 2007-2012 = 3.5%
CAGR 2007-2012 = 3.5%
$ Billion 3,594
Growth % 3,478
3,362
3,245

3,022
3,131

3.6% 3.6%
Global Halal Hub
3.7%
3.5%

3.6% 3.3%

 Globalincrease
Global increaseininhalal fooddemand
halalfood demand
 Global halal food trade ~ USD
Global halal food trade ~ USD 150 150billion
billion
2007 2008 2009 2010 2011 2012

 Halal Certification Process MS1500:2004


Halal Certification Process MS1500:2004
Standards
Standards

© 2007 Oracle Corporation – Proprietary and Confidential 6

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Product Lifecycle Management and Innovation

The #1 priority of Consumer Goods CEOs is


sustained and steady top-line growth

Innovation is the engine


supporting top-line growth

Product Lifecycle Management (PLM) is


the science supporting the innovation engine

© 2007 Oracle Corporation – Proprietary and Confidential 7

Product Lifecycle Management


Definition
PLM enables companies to accelerate
product innovation and maximize product
profitability …
… through the management of the
information, processes and decisions
about their products …
… throughout the product lifecycle and
across the global product network

© 2007 Oracle Corporation – Proprietary and Confidential 8

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PLM Goal
Faster, Better, More Effective Innovation

Product Launch Product Launch

Product Launch
Higher sales and margins
from new products

Higher success rate


Cash flow

of new products

Reduced
risk

More rapid
Shorter time innovation cycles
to market
Reduced
development costs
Time

© 2007 Oracle Corporation – Proprietary and Confidential 9

Best Practice Approach to Innovation


Process
New Product Development Portfolios
Strategies New Product Development Metrics
Consumer Insights Concept Product
Ideation Market Testing Launch
Platforms Development Development
Ideas
New Product Development Projects

Concept Brief
Customer Requirements

Product Brief
Finished Products

Manufacturing Processes
Innovationisisaacomplex
Innovation complexprocess
process Formulations/BOMs
involving
involving Ingredients

• •Multiple
Multipleinternal
internalfunctions
functions Packaging Materials

• •Multiple
Multipleexternal
externalvalue
valuechain
chainpartners
partners Labels and Artwork

Suppliers and Co-Packers


• Multiple data streams
• Multiple data streams Compliance, Quality and Safety Data
Nutrition Data

© 2007 Oracle Corporation – Proprietary and Confidential 10

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Innovation Process – Pain Points

Challenges Typical Pain Points


• Inability to meet launch dates
Managing innovation
• Disconnected innovation activities managed by multiple systems
projects and
• Poor collaboration and approval processes
portfolios in one
• No visibility into innovation projects globally
global framework
• Stale project and portfolio measurements
with local flexibility
• Lack of involvement from value chain partners
• Disconnected data model
• Incomplete or inaccurate specifications
Managing product and
• Lack of global visibility and traceability
supplier data in one
• Manual review and approval process
single connected
• Poor capability to re-use and rationalize raw materials
“version of the truth”
• Lack of visibility into global sourcing network
• Poor external collaboration
• Lack of compliance screening
Improving product
• Slow manual (re)formulation and optimization process
formulation,
• Isolated packaging and labeling activities
packaging, labeling
• Manual packaging and labeling collaboration and approval
quality, compliance
• No visibility and traceability into compliance and quality
and safety with
• Disconnected systems storing formulation, compliance,
predictable processes
nutrition, quality and safety data

© 2007 Oracle Corporation – Proprietary and Confidential 11

Innovation in Food & Beverages


The Root Causes and Obstacles

Islands of Information in
Disconnected Systems, Processes
throughout the Lifecycle of the
Products

© 2007 Oracle Corporation – Proprietary and Confidential 12

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Innovation and Product Lifecycle
Management
Product Lifecycle Management is a Business Imperative
“Innovation can be the engine for
Product Lifecycle sustainable growth, but only when it
Management is actualized through disciplined,
repeatable processes and enabled by
a robust infrastructure.”
Deloitte, “The Future of Consumer Product
Innovation Companies: Products, Staying a Step Ahead”

Sustainable
Growth
“Doing innovation right means
developing a repeatable,
scalable, and consistent way of
converting ideas into results.” Shareholder
A.G. Lafley and R. Charan, Value
“The Game Changer”

© 2007 Oracle Corporation – Proprietary and Confidential 13

What It Takes to Win in Innovation

1 Reward and Recognition


Culture
All elements of the “Innovation
Pyramid” need to be aligned
to support optimal
2 Objectives and
Strategies
innovation results
7
3 Organization

People
4 Tools and Systems

Process
5 Consumer
Platforms Ideas Projects Products
Needs

Sales and Quality and


COGS Productivity Risk
6 Margins Compliance

© 2007 Oracle Corporation – Proprietary and Confidential 14

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Oracle Product Lifecycle Management
Oracle’s Agile PLM enables companies to…
Accelerate
Profitable Innovation

Minimize
Product Costs & Risks

Ensure
Product Quality &
Regulatory Compliance

Collaborate
Across global and Outsourced
Organizations and Partners

…through the management of the information, processes


and decisions about their products, across product
lifecycle and the global product network

© 2007 Oracle Corporation – Proprietary and Confidential 15

Innovation in Consumer Goods


The Solution
One Single “Version of the Truth” for Innovation

Create, manage and approve


product data, from raw materials
and components to finished Prototype, evaluate and optimize
products formulations and BOMs

Manage supply chain entities Manage packaging and


and sourcing relationships, labeling development
and collaborate with process and data
suppliers

Ensure quality, safety and


Synchronize product data compliance
with internal systems and
external data pools

Manage cross-functional
innovation portfolios, projects
and activities

© 2007 Oracle Corporation – Proprietary and Confidential 16

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Innovation in Consumer Goods
The Solution
One Single “Version of the Truth” for Innovation

SUPPLIERS
ARTWORK OUTSOURCED
DESIGN PARTNERS
CAD Quark Adobe
ERP SCM

REGULATORY
CUSTOMERS BODIES

Value Chain
Enterprise

LEGAL & CA
MARKETING
Notes EDMS
Project Access
Excel

PROCUREMENT
R&D
(EUROPE)
R&D PRODUCTION ERP
Excel (ASIA) R&D
Recipe
Mgmt
(US)
CAD SCM MES
Spec ERP
MCAD DB

© 2007 Oracle Corporation – Proprietary and Confidential 17

What can PLM help you achieve?

© 2007 Oracle Corporation – Proprietary and Confidential 18

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Value Proposition
Financial Metrics, Operational Initiatives and PLM
Financial Metrics Operational Initiatives PLM Enablers

PLM Revenue  Decrease time-to-market New Product


 Improve success rate of new products Development &
impacts  Accelerate formulation, packaging and labeling Introduction
all
Cost of Goods  Re-use and rationalize raw materials
financial  Facilitate regional/global sourcing
Specification
Profits Management
metrics  Consolidate supply base
 Enhance compliance BOM and
 Maintain quality conformance Formulation
 Optimize products Management
 Reduce rework and recalls
Packaging &
G&A  Improve global information visibility Labeling
 Increase productivity Management
 Improve collaboration with trading partners
Compliance &
 Optimize R&D costs across new products Quality
 Reduce manual data errors Management
Shareholder  Harmonize product data across all internal systems
Value  Syndicate product data to customers
Supplier
Management
Inventories  Reduce number of raw materials
 Consolidate number of vendors
Assets  Decrease reworks and returns Data
Syndication
AP/AR  Improve data accuracy with trading partners

© 2007 Oracle Corporation – Proprietary and Confidential 19

Revenue: Manage the NPDI process to


reduce Time to Market and R&D cost
Stage-Gate Framework

Projects
Activities Activities Activities Activities Activities

Project
Activity

Approver 5
Business Raises Mfg Sign off with Sign off with signs off from
Marketing Marketing Commercial Operations comment
plan Sheet comment Comm,Operati
on & approves

© 2007 Oracle Corporation – Proprietary and Confidential 20

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Revenue : Support Decision making with Portfolios and Enterprise Metrics

© 2007 Oracle Corporation – Proprietary and Confidential 21

Global Specifications Mgmt


- Single Version of Truth
Concept Product Market Volume
Ideation Launch
Dev’t Dev’t Testing Production

Ingredients & Processes E xample Trade Spec Hierarchy Example


Process S pec
508 04 63-0 01 Global Specifications Management
華盛頓葡萄 汁 TU

- Specifications, Recipes, Formulae


• Pallet
• Shrink Wrap - Defects / Issues / CARs
5080486-001
Pallet, Mixed TU
5110423-001
• Banding
- Documents
Proc ess
50 804 63- 001
/ CAD Files - Compliance Requirements Pallet

- Suppliers (ASLs, Non-Material Info) - True Costs, Metrics, Etc…

• Trade Unit Label TU


TU
Proc ess • Case 5080479-001
5080480-001
TU


Ing re die nt 12 Bottles

Maintain traceability of specification from ingredients to finished products


30 034 0-0 01
Sw eet Wate r (proc )
318 84 63-0 01
G rape Con cen trate
12 Bottles
Case
Case 5081179-001
48 Bottles
Case

• Reuse existing specifications and avoid specification proliferation CU


5080345-001
CU
5080222-001
每日C
每日
地中海紅橙
CU
5080464-001
每日C
每日
每日C 900ml


Ing re die nt
Drive specification review and approval through workflow automation 華盛頓葡萄汁
900ml
Bottle
Bottle
地中海紅橙
200ml
Bottle

Process Spec Process Spec


37 762 22- 001 In gred ie nt
Suga r
Ensure alignment of specs with ingredient & nutrition labeling requirements
4 110 329 -00 1
W ater
5080463-001
華盛頓葡萄汁
5080343-001
地中海紅橙

© 2007 Oracle Corporation – Proprietary and Confidential 22

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© 2007 Oracle Corporation – Proprietary and Confidential 23

Improve Productivity : Managing the single version of truth- Specification

© 2007 Oracle Corporation – Proprietary and Confidential 24

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Reduce Risk : Compliance & Quality Management

Compliance Management

Halal Compliance Screening

© 2007 Oracle Corporation – Proprietary and Confidential 25

Compliance & Quality Management


Label Claims Determination

Nutrition Surveillance

© 2007 Oracle Corporation – Proprietary and Confidential 26

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Improve Collaboration
Electronically request , Review and approve documents , Information and Data

© 2007 Oracle Corporation – Proprietary and Confidential 27

© 2007 Oracle Corporation – Proprietary and Confidential 28

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Formulation Management
Formulation Optimization

Label Ingredient Order Process

© 2007 Oracle Corporation – Proprietary and Confidential 29

Reduce Risk : Packaging & Labeling


Management
2D and 3D Graphic Visualization
Electronic Annotation

Nutrition and Ingredient Labeling

© 2007 Oracle Corporation – Proprietary and Confidential 30

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© 2007 Oracle Corporation – Proprietary and Confidential 31

Reduce Cost : Understand and rationalise your


Supplier network
Global Supply Network

© 2007 Oracle Corporation – Proprietary and Confidential 32

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Customers
Across Consumer Goods Segments

Food & Beverage

Health & Beauty


Care and
Household
Products

Non-Durables

© 2007 Oracle Corporation – Proprietary and Confidential 33

Case Study

© 2007 Oracle Corporation – Proprietary and Confidential 34

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Questions?

Q& QUESTIONS

A ANSWERS

© 2007 Oracle Corporation – Proprietary and Confidential 35

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