SAP Sales and Operations Planning, powered by SAP HANA

Reúna todas as pessoas, dados e análises que você precisa para planejar o sucesso do seu negócio

SAP Sales and Operations Planning é um aplicativo de planejamento desenvolvido pelo SAP HANA e entregue na nuvem, que permite traduzir rapidamente flutuações dinâmicas na demanda dos clientes em planos operacionais acionáveis para logística, manufatura e compras.

  • Planeje utilizando um modelo unificado de demanda, cadeia de suprimentos e dados financeiros
  • Execute simulações em tempo real com S&OP para apoiar as decisões de equilíbrio de oferta e demanda
  • Compare rapidamente cenários para impulsionar decisões confiantes e rápidas em diversos valores
  • Impulsione o engajamento em toda a organização, com uma plataforma de colaboração social, integrada
  • Melhore a qualidade e disponibilidade dos dados com cargas de dados configuráveis ​​e automatizadas
  • http://sapvideo.edgesuite.net/vod/2014/ext/integrated-business-planning-disruptive-technologies-and-drivers-of-change.mp4
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    • Today's buzz: integrated business planning. To be optimally effective, your budgeting and forecasting for your company require understanding your business today. But more than that, you need the ability to predict tomorrow. In an ideal world, your CFO and your CIO will make this happen by cooperating on integrated business planning across the entire organization. Will disruptive technologies like mobility, cloud, and in-memory databases help or hinder their ongoing relationship? As we get into the new technologies that are becoming available today, the CIO and the CFO have to be the ones, I believe, to stand up and say we've got tools that allow us to do planning integrated across sales, operations, and finance at an actionable operational level, and also support planning to support corporate strategy. The world is changing in an accelerating pace. And we've got to go up that curve with it and have our vision way out ahead of what we are currently capable of today. So the board, the directors, the senior leadership has to paint a vivid vision of what they want to see happen. And then we can use the tools to try to get there. With today's technologies, with prediction and in-memory computing, you can actually create better budgets and plans—and strategic plans over long periods of time, with prediction and with more certainty. A report that runs in seconds rather than minutes is rarely valuable simply because it runs faster. I thought speed was something most companies aspire to, especially in reporting. If you are going to build you a business case to put in SAP HANA or other in-memory technologies, things that change the speed of processing, you really want to do that with an eye on looking at your business differently. Instead we need more predictive systems that tell us what is going to happen if we go down that path and what do we do instead so we got to radically change the paradigm and think about reporting more in terms of when do people need information, not just what do they need. With SAP HANA to be used effectively, we are going to have to harness the power in radically different new ways to be able to predict. And the earlier we can move up in the cycle of being able to predict what the results will be, the better outcome we will get to. You say that business benefits of getting more people—specifically beyond finance—engaged in planning processes drives better results and accountability, tying closer links between finance and the business. Who really deserves to be at the table or tables when it comes to planning processes? The one thing that I want people to understand or to think about: When they start looking at a new budgeting system, just don't look at what you are trying to accomplish, but look at the broader picture, the bigger picture throughout the organization. So, that's where I think the conversations really have to open up and where we have to bring other people—the CIO and operations—into that conversation. Although all our questions on technologies to enable business decisions start with a CIO, they need to now start and end with the CFO. Why? Because that office has to embrace and drive the vision for how technology will impact the ability to make meaningful decisions. The CFO is responsible for the overall financial health of the company, and they need to report the numbers, and they need to report them accurately. Our job is to help educate that CFO to make sure that they are making the right decisions. But also, they have to be been in line with the CIO, as well. Because the CIO is looking at more things as far as how it sits in the overall infrastructure of the company. I think it has to generally start with the folks in the CIO's office, because those are the folks who are tasked with what technology can do and trying to help the CFO understand what are the good investments that can change how we operate the business. Talking about integrated business planning and who should be running it in the office of the CFO and CIO, what do you think will be happening in the next five years? Five years from now, I think we won't be talking about integrated business planning, because it will so be integrated that we just won't recognize we are doing it. Budgets will be seen as a relic of the past. Fully half of the companies will have moved beyond and be looking at continuous rolling forecasts, integrated plans, and situations where the integration is seamless.
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Planejamento de Vendas e Operações

SAP pode ajudar você a reunir as partes interessadas em um ambiente de planejamento integrado que lhes permite traduzir flutuações dinâmicas na demanda dos clientes em planos operacionais acionáveis para logística, manufatura e compras.

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Petrobras junto a SAP HANA

Saiba como a Petrobras melhorou muitos pontos junto a SAP HANA, como a redução dos tempos de processamento das cargas de dados, agilidade na correção de problemas em cargas de dados e aumento da performance dos relatórios.

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Sua nuvem, seu jeito

Neste infográfico você pode aprender que com 29 milhões de usuários, implementações da nuvem nas maiores empresas do mundo, mais de um milhão de empresas no Ariba Business Network e experiência de mais de 238.000 clientes em 191 países.

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