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Del Monte aligns supply chain with finance using the Anaplan platform
Global foods company Del Monte struggled with hundreds of spreadsheets and inflexible legacy tools, resulting in inaccurate forecasts. By connecting finance and supply chain plans in Anaplan, cost and profitability analyses are improved and the ability to respond to unforeseen events (such as El Niño) is better, resulting in less wasted food and greater profitability.\r\n"}}" id="text-9e465843b0" class="cmp-text">
Global foods company Del Monte struggled with hundreds of spreadsheets and inflexible legacy tools, resulting in inaccurate forecasts. By connecting finance and supply chain plans in Anaplan, cost and profitability analyses are improved and the ability to respond to unforeseen events (such as El Niño) is better, resulting in less wasted food and greater profitability.
It used to take us five days to react to demand changes. Now, with Anaplan, it takes us less than five minutes to come up with the necessary adjustments in production.RK Del Rosario , Supply Chain Planning Manager
20%
全球菠萝生产
Challenge\r\n
Prior to Anaplan, Del Monte Pacific Ltd. was using a mix of hundreds of large spreadsheets and inflexible legacy tools to manage their supply chain process and financial planning. The process was slow—even simple scenarios required up to six hours to run. In order to avoid the inflexibility and delays of using the legacy tool, averages were used for many planning scenarios, leading to large discrepancies between forecasts and actual costs. Inventory management was disjointed, and when there was misalignment in the planning process, it led to lost sales opportunities and excess inventories.
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挑战
在Anaplan之前，Del Monte Pacific Ltd.正在使用数百个大型电子表格和僵化的旧工具组合来管理其供应链流程和财务计划。该过程很慢 - 即使是简单的方案，最多需要六个小时才能运行。为了避免使用传统工具的僵化性和延迟，用于许多计划场景，导致预测和实际成本之间的差异很大。库存管理是脱节的，当计划过程中存在未对准时，这会导致销售机会和过多的库存。
Solution\r\n
With a single flexible and agile planning platform, Del Monte was able to integrate finance and supply chain planning processes, allowing its finance teams to accurately evaluate product costs and complete profitability analysis. The integration also empowered Del Monte to anticipate, predict, and accommodate market changes in real time. For example, because of El Nino, Del Monte struggled to prioritize product allocation. But now with Anaplan, they can run real-time scenarios and see what areas may not be profitable and report this back to their sales, channel sales, and logistic teams to adjust strategy.
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解决方案
通过一个灵活而敏捷的计划平台，Del Monte能够整合财务和供应链规划流程，从而使其金融团队能够准确评估产品成本和完整的盈利能力分析。该集成还授权德尔·蒙特（Del Monte）实时预测，预测和适应市场变化。例如，由于El Nino，Del Monte努力优先考虑产品分配。但是现在有了Anaplan，他们可以运行实时场景并查看哪些领域可能无法获利，并将其报告给他们的销售，渠道销售和物流团队以调整战略。
Results\r\n
The supply chain finance planning process, which previously took two weeks, was narrowed down to two days using the Anaplan platform. Previously, when there were demand changes, it took Del Monte five days to react. With Anaplan, it now takes less than five minutes to come up with the necessary adjustments in its production. Del Monte can now look at what drives profitability of a channel, SKU, or customer on a monthly basis. Decision-makers now have visibility to this information, which arms them to make quick, informed decisions.
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结果
The supply chain finance planning process, which previously took two weeks, was narrowed down to two days using the Anaplan platform. Previously, when there were demand changes, it took Del Monte five days to react. With Anaplan, it now takes less than five minutes to come up with the necessary adjustments in its production. Del Monte can now look at what drives profitability of a channel, SKU, or customer on a monthly basis. Decision-makers now have visibility to this information, which arms them to make quick, informed decisions.
Why Anaplan\r\n
Working in the fast-moving consumer goods industry, Del Monte’s products are time sensitive with a specific shelf life. Misalignment in supply and demand planning can have a direct impact on revenue. With another annual budgeting process quickly approaching, the speed to implementation became a deciding factor. While other vendors quoted a 9- to 12-month timeline, the implementation of the core supply chain finance model in Anaplan required only seven days of dedicated work, and less than two months of training, data integration, and requirements gathering.
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Del Monte的产品在快速移动的消费品行业工作，具有特定保质期的时间敏感。供求计划的不对准可能会直接影响收入。随着另一个年度预算过程迅速接近，实施速度成为决定性因素。尽管其他供应商引用了9到12个月的时间表，但Anaplan中核心供应链融资模型的实施仅需要7天的专门工作，少于两个月的培训，数据集成和要求收集。
Del Monte is one of the biggest producers of pineapple products. We provide 20 percent of the global supply of pineapple. We are not just selling pineapple—we also sell health and wellness to every family.\r\n
\r\nMy team handles the FP&A budgeting, forecasting, variance reporting. We had a system that was already conking out because of hardware issues. I didn’t want my team to go back to the Excel spreadsheets that we were using before. So we have three different workbooks for each channel. Each workbook has about 50 worksheets, and I approached my boss and said we need a platform for planning and for reporting.
\r\nWe work in the food and beverage industry and most of our products are in the fast-moving consumer goods segment, and added to that is the complexity that these products have shelf lives. If they don’t get delivered on time, or if they don’t get produced when the demand is there, wastage is very high. What we have implemented so far is the FP&A use case, and when I say FP&A, it’s the budgeting where we have volume and non-operating income. But at the same time we have embedded into that use case supply chain finance aspects. So that’s the logistics, warehouse capacity planning and soon the bill of material-based costing for our culinary products.
\r\nWith Anaplan, it’s really just like Excel on steroids. The multidimensionality of it, and then the fact that you can change your variable and everything automatically changes, it’s a big help for us because often times we have changes in the planning process where just key variables are being changed. When we were using BPC, if we had a variable change, we had to rewind the whole thing—so run volume allocation, run calculation because the changes were not dynamic and that’s where the productivity as well is coming from, from using Anaplan.
\r\nWe just completed the budget cycle, and obviously because of the El Nino phenomenon that we are facing and performance in the past, we have issues and we have to prioritize some of our product allocations. And now because we have Anaplan, when we run our first scenario, we saw that certain areas were not profitable and we went back right away to our sales people and our channel team and our logistics team to inform them about this mismatch—and right away they knew that they needed to adjust.
Del Monte is one of the biggest producers of pineapple products. We provide 20 percent of the global supply of pineapple. We are not just selling pineapple—we also sell health and wellness to every family.
我的团队处理FP＆A预算，预测，差异报告。我们有一个由于硬件问题而已经陷入困境的系统。我不希望我的团队回到我们以前使用的Excel电子表格。因此，我们为每个频道有三个不同的工作簿。每个工作簿都有大约50个工作表，我与老板联系，并说我们需要一个计划和报告的平台。
We work in the food and beverage industry and most of our products are in the fast-moving consumer goods segment, and added to that is the complexity that these products have shelf lives. If they don’t get delivered on time, or if they don’t get produced when the demand is there, wastage is very high. What we have implemented so far is the FP&A use case, and when I say FP&A, it’s the budgeting where we have volume and non-operating income. But at the same time we have embedded into that use case supply chain finance aspects. So that’s the logistics, warehouse capacity planning and soon the bill of material-based costing for our culinary products.
With Anaplan, it’s really just like Excel on steroids. The multidimensionality of it, and then the fact that you can change your variable and everything automatically changes, it’s a big help for us because often times we have changes in the planning process where just key variables are being changed. When we were using BPC, if we had a variable change, we had to rewind the whole thing—so run volume allocation, run calculation because the changes were not dynamic and that’s where the productivity as well is coming from, from using Anaplan.
我们刚刚完成了预算周期，显然是因为我们过去面临和表现的厄尔尼诺现象，我们有问题，我们必须优先考虑一些产品分配。现在，由于我们有Anaplan，当我们运行第一种情况时，我们看到某些领域没有盈利，我们马上回到了我们的销售人员，我们的渠道团队和我们的后勤团队，以告知他们有关这种不匹配的信息 -他们知道他们需要调整。
I’m RK Del Rosario. I’m the supply chain planning manager for Del Monte.
\r\nDel Monte runs one of the largest pineapple production facilities in the whole world. It represents 20 percent of the world’s pineapple production.
\r\nWe’re using Anaplan to manage more than 270 finished goods products, and more than 800 raw and packaging materials. And this flows across more than 18 plant locations nationwide.\r\n
\r\nDel Monte runs one of the largest pineapple production facilities in the whole world. It represents 20 percent of the world’s pineapple production.
\r\nWe’re using Anaplan to manage more than 270 finished goods products, and more than 800 raw and packaging materials. And this flows across more than 18 plant locations nationwide.\r\n
\r\nThe Anaplan platform integrated all planning processes, from the demand planning side to the distribution replenishment, to the production scheduling, all the way down to the material resource planning. Before, we were all doing this in separate processes and using legacy systems, with different Excel versions across all the processes.
\r\nIn managing our inventories across different various locations, there are usually disconnects; for example, the production planning processes don’t align with the deployment processes. Whenever there are misalignments in the planning process, it usually leads to lost sales opportunities or excess inventories.
\r\nAnaplan gave us speed and agility in reacting to all volatilities. I think that’s what we need nowadays, especially considering how fast our customer requirements are evolving.
\r\nIt used to take us five days to react to demand changes. Now, with Anaplan, it takes us less than five minutes to come up with the necessary adjustments in production.
\r\nIt also enabled collaboration across all the supply chain members, putting all key stakeholders under one platform and converging all efforts toward delivering the goods to our customers.
\r\nAnaplan brought us to the point where we can take our supply chain further in the future. It automated all our legacy processes, all our Excel spreadsheets, and brought us all together on one platform. It opened up lots of opportunities for us. And it enables us to do the transition for the future.
我是RK Del Rosario。我是Del Monte的供应链规划经理。
Del Monte runs one of the largest pineapple production facilities in the whole world. It represents 20 percent of the world’s pineapple production.
We’re using Anaplan to manage more than 270 finished goods products, and more than 800 raw and packaging materials. And this flows across more than 18 plant locations nationwide.
Anaplan平台整合了从需求计划方面到分销补充到生产计划的所有计划流程，一直到材料资源计划。以前，我们都在单独的过程和使用旧系统中进行此操作，并在所有过程中具有不同的Excel版本。
在管理不同位置的库存时，通常会有脱节。例如，生产计划过程与部署过程不符。每当计划过程中存在未对准时，通常会导致销售机会损失或过多的库存。
Anaplan使我们对所有波动作出反应的速度和敏捷性。我认为这就是我们如今所需的，尤其是考虑到客户需求的发展速度。
It used to take us five days to react to demand changes. Now, with Anaplan, it takes us less than five minutes to come up with the necessary adjustments in production.
它还使所有供应链成员之间的合作能够使所有主要利益相关者处于一个平台之下，并融合了将商品交付给客户的所有努力。
Anaplan将我们带到了将来可以进一步推进供应链的地步。它使我们所有的旧流程，我们所有的Excel电子表格都自动化，并将我们所有人都放在一个平台上。它为我们打开了很多机会。它使我们能够为未来做出过渡。