mBIDS: Comprehensive BI Solution for
Manufacturing
Business Intelligence for Decision Support
Industry Drivers
Global Competition
• How can customer service
Customer Expectations
• How do I meet the need for
enable product differentiation?
personalized products & services?
• What is the best way to manage
• What can I do to improve the
multi-channel demand across a
fragmented supply network?
Supply
Base
Cost Pressures
• What is the right balance of
internal and outsourced
production for reducing costs?
• How can I leverage lean
techniques across the
enterprise to improve costs?
speed and visibility of
product shipments?
Mfg
Distribution
Channels
Customer
Information Visibility
• How do I provide real-time
information visibility to trading
partners and employees?
• How do I increase the use
of self-service processes?
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Driving BI Spending in Manufacturing
Key Business Requirements
• Enhancing Profitable Growth
• Effective geographic expansion
• Enhanced customer satisfaction
• Optimized resource usage
Employees
• Improved Operational Efficiencies
• Minimize procurement costs
• Increase manufacturing throughput, workforce productivity
Suppliers
• Decrease days sales outstanding (DSO)
• Enable Real-time Visibility
Customers/
Patients
• Shrink LOB decision cycle time, time-to-market
Partners
• Reduce errors in orders, production scheduling, inbound
and
outbound freight
• Support for continuous improvement via collaboration
3
Challenges in Enhancing Profitable
Revenue Growth
CHALLENGES
• Order entry system is manual, error-prone and requires
manual approval
• Order entry system does not compute product margins
and promised delivery dates
• Large number of duplicate orders are entered into
system each week
• Sales, customer service, service and marketing are
unable to get a 360º view of the customer
• Sales reporting is manual, tedious to produce and not
real-time
• Time to market for new products and services is much
higher than industry benchmark of 9 months
• Company does not have accurate records of the install
base and their product usage history
• The online configurator does not offer guided selling to
customers
RESULTING IN
• Geographic expansion into
overseas market will be
challenging
• Potential missed or lost sales
• Sub-optimal customer
satisfaction, leading to further
lost sales
• Longer product introduction
times result in missed highmargin product sales
• Incorporating customer needs
and inputs into new
product/service designs is
difficult
• Unable to promote products that
optimize use of mfg resources
• High number of returns
• Sub-optimal use of time by sales,
customer service, and marketing
4
Challenges in Improving Operational
Efficiencies
CHALLENGES
• Manufacturing scheduling and sequencing do not
comprehensively incorporate all inputs
• Manual process for intra-divisional and corporate-driven
purchases
• Forecasting and S&OP are essentially non-existent
• BOM’s are inaccurate in system and thus all production
scheduling is Excel- and manual-driven
• Manual generation of metrics to support vendor
scorecard, no drill down or capture of ASN’s
• Manual processes for freight management
• Inventory tracking is not integrated in existing IT systems
• Warranty tracking is manually done and not integrated
• Very limited visibility on end-customer demand
• ECN process is manual and cumbersome
• Finance, accounting, AR, AP, costing, incentive
compensation and fixed-asset tracking processes are
manual, time-consuming and expensive
RESULTING IN
• Decreased manufacturing
throughput and productivity
• Increased procurement costs
• Inventory inaccuracies
• High inventory levels and
inventory carrying costs
• Increasing freight/transportation
and logistics costs
• Increasing warranty costs
• Increasing days sales
outstanding  higher cost of
collections
• Inaccurate commissions and
SPIFF’s payments (more likely
over-payments rather than
under-payments)
5
Challenges in Improving Real-Time
Visibility
CHALLENGES
• No visibility on total end-customer demand
• Very limited collaboration with end-customers on innovation
design and new products
• Extensive manual re-keying of data from faxed and
mailed/paper orders, Excel and numerous operational and
financial in-house systems today
• Integration of and reporting out of these numerous systems
is a large drain on IT and Finance/Accounting resources –
plus, huge systems complexity, inefficiencies and costs
• Customer information resides in multiple, non-integrated
systems and locations
• Bar coding & RFID usage is very limited
• Data sharing with suppliers done primarily via fax, limited
electronic data exchange
• Lack of real-time, accurate workforce performance
evaluations and compliance reporting
RESULTING IN
• Management unable to make realtime decisions without dashboards
and drill-down
• No real-time reporting/analysis
• High number of errors in orders,
AR, production scheduling, inbound
and outbound freight, and this
impacts finance/acctng (books,
productivity, profitability)
• Limited supply chain visibility 
increased supply chain costs
• Limited collaboration with suppliers
increases time-to-market and
product costs
• Limited collaboration with
customers prevents incorporating
customers’ ideas to improve and/or
accelerate successful new
product/service releases
• Decreased workforce productivity
6
Business Intelligence Trends
• BI standardization
• While BI has been deployed departmentally, IT organizations
are driving enterprise BI standards
• BI to the masses
• Deploying BI to the “corporate middle class” has started
• BI meets applications and processes
• Analytic tools, application package, and integration worlds
continue to collide
• Predictive and applied “inline” analytics
• ITOs will put a bigger focus on predicting and integrating
analytic solutions to solve business problems at the point of
interaction instead of providing retrospective analysis
Source: Andreas Bitterer, Gartner Group, Business Intelligence: Trends, Directions and Best Practices, Sep 2006
7
BI Continuum: On the Way to
Pervasive BI
Analysts/Mgmt.
Strategy
Process
BI Continuum
Measure
Decide
Align
Optimize
Discover
Analytics
driving process
optimization
BI driving
business
transformation
Pervasive
Signposts:
IT driving BI
CPM driving
strategy
Users:
Specialists,
analysts
Managers,
customers,
partners
Operations,
point of work
Passive:
Delivery of
information
Linked:
Integrated
plans & analyses
Active:
Intelligent
decisions made
quickly
Role
of BI:
Innovate
Networked &
Collaborative:
Constantly
augmenting &
optimizing
performance
Source: Andreas Bitterer, Gartner Group, Business Intelligence: Trends, Directions and Best Practices, Sep 2006
8
Major Drivers and Inhibitors to
Pervasive BI
• Consumerization of use of information
• High expectation of ability to use
and access
• Standardization/commoditization
• Basic BI platform functionality
(i.e., reporting, query, dashboards) broadly
available & “good enough”
• Modularization
• BI functionality becomes more
componentized and service-oriented
• Users and developers can more easily
customize
• Users can add value in pursuit of
self-interest
• Networked collaboration
• Fosters environment of innovation and
contribution
• Ability to easily share and manage user
insights and contributions across wide
numbers of users and applications (not just
internally, either)
• Skills
• Lack of best practices and methodologies
to manage a complex and pervasive set of
BI capabilities
• Users can’t understand the analysis and
correctly interpret the results
• Stability and flexibility of business
processes
• Low process maturity
• Lack of closed-loop process management
• Silo think
• Of infrastructure, applications, definitions,
rules, calculations, etc.
• “NIH” syndrome
• Spreadsheet as information systems
“duct tape”
• Sponsorship
• Limited vision and perceived business
value/impact
Source: Andreas Bitterer, Gartner Group, Business Intelligence: Trends, Directions and Best Practices, Sep 2006
9
Shift Focus From Individual Projects to
BI as Core Competency Function of BI
Competency Center
Compliance
Enterprise
Architects
Business
Sponsor
CPM
Apps.
Competency
Center
Embedded
Analytic
Embedded
Analytic
BI
Apps.
Service
Providers
BI
Apps.
– Provide vision and strategy
and business plan for
integrated BI initiatives.
– Define standards; establish
overall BI applications
architecture.
– Define and manage product
portfolio.
– Program management
across business, IT and
service providers.
– Define information
standards: data, business
rules, governance, quality …
– Drive competency and
consistency via education
and support.
– Make BI into a core
competency.
Source: Andreas Bitterer, Gartner Group, Business Intelligence: Trends, Directions and Best Practices, Sep 2006
10
mBIDS – Next-Generation BI Solution
for Maufacturing
• Comprehensive enterprise-wide BI platform
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Data integration and warehousing
Data purity and integrity
Built-in connectivity to operational data stores
Business Intelligence for Decision Support
Advanced OLAP and Data Mining capabilities
Integrated with leading BI front-end tools and technologies
Built on “Think Big - Build Step-By-Step” philosophy
Provides end-to-end Single view of business
Business process KPI driven
Rapid Development and Cost Effective
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mBIDS – Key Business Process
Coverage Areas
Business Intelligence for Decision Support
Production
Analysis
Sales
Analysis
Customer
Analysis
Vendor
Analysis
Point-of-Sale
Returns
Analysis
Shipments
Analysis
Rebates
Analysis
Campaign
Management
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mBIDS – Logical Data Model
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mBIDS Capabilities: Dashboards
Encapsulation and Rendition of Enterprise BI Needs
• Dashboards on key measure
• Analyze Trends for your key
measure
• Analyze key measure against
product category or Rate Plans
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mBIDS Capabilities: Reporting
Actionable Intelligence based on KPIs and Operational Metrics
• Reports and
Analytics available
on key subject areas
• Templates available
for rapid deployment
• Templates based on
TCS rich Domain
Expertise and BI
experience
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mBIDS Capabilities: High-end
Analytics and Predictive Modeling
Customers
sorted in
likelihood to
purchase a
product
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Oracle’s Superior BI Architecture
Designed for Business Insight and Actionable Results
Oracle:
Competition:
Single, Integrated, Global, Scalable, Real-Time Repository
Cost and Complexity
Purchasing Data
Product Data
Supplier
Data
Manufacturing
Data
Transportation
and Logistics
Data
Demand &
Order Data
Pricing Data
Projects Data
Customer Data
HR/HCM Data
Distribution
CRM
Financials
Data Warehouse
Financials Data &
Consolidations
Service
SRM
and
Daily Business
Intelligence
ERP
Planning
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mBIDS Value: Pervasive, Real-time
Insight
•
Enterprise semantic model
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Pervasive business insight
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Executives
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Front-line
Employees
Infrastructure integrates with yours
Fastest time to value
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Guided analytics enforce process
Standards based architecture
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Activity monitoring and predictive analytics
Insight driven actions
•
Managers
Personalized and embedded information
Real-time predictive insight
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Model centric vs. report centric
Pre-packaged analytic applications
Lowest Cost of Ownership
•
Faster deployment, easier maintenance, less
risk
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mBIDS Value: Actionable Insight for All
Roles
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mBIDS Value: Actionable Insight for All
Users
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mBIDS Value: Comprehensive NextGeneration BI Platform
Information Access, Analysis and Delivery Options
Intelligence Advanced
Dashboards Reporting
Ad-hoc
Exploration
Proactive In-Context
Detection Operational
and Alerts
Insight
Single, logical view of all
enterprise data (one version
of the truth)
Scalable Performance
Rich Analytical Capabilities
Centralized control, security
and visibility
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Data
Mining
Marketing Web Services
Segmentation & Integration
Open Intelligence
Interface
Oracle BI Server
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Mobile
Analytics
Enterprise Business Model Metadata Services
Intelligent Multi-Level Caching Services
Data Mining Services
Real-Time Decisions Engine
Multidimensional Calculation and Integration Engine
Intelligent Request Generation and Optimized Data Access Services
All relevant enterprise data
Siebel
sources
OLTP
Oracle
BAW
Enterprise
DW
Department
Data Marts
Relational (SQL) Sources
Back
Office
SAP BW
Other
MultiFile or XML
dimensional
Sources
(MDX) Sources
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TCS BI/Oracle Customers Manufacturing
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American Honda, USA
British Petroleum, Global
Boeing, USA
Cummins, USA
Eaton, USA
Eli Lilly, USA
Goodyear, USA
GE Health Care, Global
Motorola, Global
Michelin Japan
22
Gartner on TCS
Business Intelligence Implementation Services MQ
23
IDC on TCS (2/06)
Excerpts from IDC White paper on “Partnering for
Successful Business Analytics Projects”
• TCS has a robust solution implementation
methodology with supportive internal business
processes
• TCS develops customizable templates and other
reusable assets to replicate client success stories
based on industry and technology expertise
• Dedicated technology centers of excellence ensure
that TCS has employees with the proper technical
skills, meaningful technology partnerships, and best
practices and know-how that are being captured for
reuse
24
IDC Names Oracle Business Analytics
Leader for 2005 (11/06)
• Oracle Named Worldwide Market Share Leader in Business
Analytics Software and Data Warehousing Tools (3rd consecutive
year)
• Oracle's Business Intelligence (BI) solutions encompass a
comprehensive, integrated set of leading products including
packaged BI applications, BI platform infrastructure software,
and data warehousing.
• Oracle was the largest business analytics vendor with 13.1
percent market share and revenues of nearly $2.2 billion for
2005 (IDC, “Worldwide Business Analytics Software 2006-2010
Forecast and 2005 Vendor Shares”)
• Oracle is the leader in the data warehousing tools market with
19.3 percent market share and nearly $1.9 billion in software
revenue for 2005 (IDC, “Worldwide Data Warehousing Tools
2005 Vendor Shares”)
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mBIDS: Comprehensive BI Solution for
Manufacturing
Business Intelligence for Decision Support