Read the new Forrester report: The Total Economic Impact™ of Anaplan
Third-party research findings uncover a 303% ROI over a 3-year period across a composite of multiple customers
Sonos使供应链和谐与连接的计划亚博vip反水
Consumer electronics company creates end-to-end visibility and frees planners’ time for analysis
Home audio manufacturer Sonos managed its complex supply and demand ecosystem, including more than 200 component suppliers, using countless spreadsheets. The process was slow and error-prone, and as Heather Williams, head of Integrated Business Planning recalls, “all the planners really spent a lot more time maintaining spreadsheets than they did actually planning.” With Anaplan, Sonos has a connected product plan across resources, spending, and product lines, and planners do more value-added work.\r\n"}}" id="text-5ac72c7a66" class="cmp-text">
家庭音频制造商Sonos使用无数的电子表格管理了其复杂的供求生态系统，包括200多个组件供应商。这一过程缓慢且容易出错，正如综合业务计划负责人回忆说：“所有计划者都花费更多的时间来维护电子表格的时间比实际计划的时间要多。”借助Anaplan，Sonos跨越资源，支出和产品线以及计划者进行了更多的增值工作。亚搏娱乐电子
我们内部协作的能力远远improved, which reduces the stress level and really enables a better team relationship.Heather Williams, Senior Director of Integrated Business Planning
10%
在一个FTE花费的时间集成电子表格的时间中，低于70％
一
day to execute demand changes, down from two weeks
Improved
visibility across resources, spending, and product lines
Sonos invented multi-room wireless home audio and markets its products in more than 50 countries. Before Anaplan, Sonos managed its complex supply and demand ecosystem using dozens of spreadsheets. With a supply base consisting of over 200 individual component suppliers, the Sonos supply chain planning team struggled to balance supply and global demand. The process was slow and error-prone, and planners spent the majority of their time manually maintaining and connecting data points.\r\n
Sonos brought in Anaplan and created end-to-end supply chain visibility with plans that span resources, spending, and product lines. The Sonos team started their implementation with supply and demand balancing, and then added a supply planning module that enables a granular view of products at the factory level. Most recently, they incorporated demand planning to add forecasting into the mix.
\r\nThe biggest ROI that Sonos has found with Anaplan is measured in hours. For example, one analyst who previously spent 70 percent of her time integrating spreadsheets now spends less than 10 percent of her time on that task. The Global Planning team also saves time in their planning cycle. For example, executing a change in demand used to take two weeks—now it takes just one day.
\r\nSonos chose Anaplan for its speed and flexibility. With Anaplan’s cloud-based platform, the team has a vision to connect more parts of the business, improve communication, and influence culture change. As Heather Williams, Senior Director of Integrated Business Planning, said: “Our ability to collaborate internally is vastly improved, which reduces the stress level and really enables a better team relationship.”
\r\n"}}" id="text-56bccb82e7" class="cmp-text">Sonos发明了多房间的无线家庭音频，并在50多个国家 /地区销售其产品。在Anaplan之前，Sonos使用数十个电子表格管理了其复杂的供求生态系统。Sonos供应链规划团队凭借由200多个个人组件供应商组成的供应基础，努力平衡供应和全球需求。该过程缓慢且容易出错，计划人员将大部分时间手动维护和连接数据点花费了大部分时间。
Sonos带来了Anaplan，并通过跨越资源，支出和产品线的计划创建了端到端的供应链可见性。亚搏娱乐电子Sonos团队通过供需平衡开始实施，然后添加了一个供应计划模块，该模块可以在工厂层面上对产品进行详尽的视野。最近，他们整合了需求计划，以将预测添加到组合中。
Sonos在Anaplan发现的最大ROI是在数小时内测量的。例如，一位以前花费70％的时间集成电子表格的分析师现在花费了不到10％的时间来完成这项任务。全球规划团队还节省了计划周期的时间。例如，执行需求的变化过去需要两个星期 - 现在只需要一天。
Sonoschose Anaplan for its speed and flexibility. With Anaplan’s cloud-based platform, the team has a vision to connect more parts of the business, improve communication, and influence culture change. As Heather Williams, Senior Director of Integrated Business Planning, said: “Our ability to collaborate internally is vastly improved, which reduces the stress level and really enables a better team relationship.”
My name is Jonathan Rocque. I’m the Director of Global Sourcing at Sonos, and I’m responsible for the overall Anaplan implementation here.
\r\nSonos began with the singular focus of filling every home with music. We are in the business of creating wireless home sound systems.
\r\nSonos’ supply base has 200-plus individual component suppliers. What really makes us complex is that when we sell into our channel, we forecast down to the individual retailer level.
\r\nBefore Anaplan, we balanced supply and global demand by integrating lots and lots of different spreadsheets. This exercise was prone to error and often introduced a lot of delays in the process.
\r\nWhat Sonos really wanted was a single integrated plan or view of the company when it came to resources, spend, and product lines.
\r\nIn addition, what Sonos needed was something that could provide us with enterprise collaboration and also give us a fast implementation cycle time.
\r\nThe decision to bring in Anaplan was driven largely by our Global Planning team. They had been working with multiple spreadsheets, trying to integrate them and derive value from the data. The team had been evaluating different tools, systems, and platforms, and really arrived on Anaplan as a solution due to the flexibility of the system.
\r\nWe have developed quite a few use cases since we brought Anaplan into the company. So we started with supply-demand balancing.
\r\nWe moved on to our supply planning module, which enables us to get better granularity and connection with the products coming in and out of the factory. After that, we moved on to demand planning to try to get our forecasting integrated into the system.
\r\nWe’re currently in process of working a component-level forecast module, in addition to supplier visibility, into the system. So we’re actually using the tool to gain end-to-end supply chain visibility and planning, and to generate detailed reports, which before we were unable to do.
\r\nOur Anaplan implementation comes back to our company value of the Golden Rule. We partnered with Anaplan from the beginning, we knew that we were going to take an iterative approach to get to the final destination, and we worked together to get there.
\r\nThe biggest ROI that Anaplan has given us is freeing up people’s time to do more value-added work. One of our analysts was spending 70 percent of her time integrating spreadsheets, and now spends less than 10 percent of her time on that activity.
\r\nOverall Anaplan has reduced time from two weeks, in some cases, to integrate data and provide the answer we were looking for to just a matter of hours.
\r\nIt’s connected multiple data sources that previously needed to be integrated manually by our business analysts.
\r\nBefore Anaplan, we were unable to connect directly with our product lifecycle management system and our product configuration database. Since Anaplan, we’ve been able to make a direct connection between that data source and the Anaplan platform.
\r\nThis provides us with the ability to reduce manual extraction of roughly 67 spreadsheets per month to generate the data we needed to run our cost and spend analysis.
\r\nConnectedness is extremely important to Sonos, given that we have global locations throughout Asia, North America, Europe, and Australia.
\r\nOne of the key benefits of Anaplan is that it is a cloud-based platform that enables us to connect with our global supply base through a common interface.
\r\nWhat we’re building is an Anaplan center of excellence within the company.
\r\nAnaplan is going to be the platform that connects our organization. We’re going to use the information from the tool to drive new systems, processes, and understanding into actually how to run our business better.
\r\nI have a vision that Anaplan will reach further into the organization than other tools have by connecting all these disparate data sources and integrating them into a single platform. In doing that, it will also influence culture change, improve communications, and allow everyone involved in the end-to-end operation of a supply chain to know what’s happening at all the different functions.\r\n"}}" id="text-871bb2930d" class="cmp-text">
\r\nSonos began with the singular focus of filling every home with music. We are in the business of creating wireless home sound systems.
\r\nSonos’ supply base has 200-plus individual component suppliers. What really makes us complex is that when we sell into our channel, we forecast down to the individual retailer level.
\r\nBefore Anaplan, we balanced supply and global demand by integrating lots and lots of different spreadsheets. This exercise was prone to error and often introduced a lot of delays in the process.
\r\nWhat Sonos really wanted was a single integrated plan or view of the company when it came to resources, spend, and product lines.
\r\nIn addition, what Sonos needed was something that could provide us with enterprise collaboration and also give us a fast implementation cycle time.
\r\nThe decision to bring in Anaplan was driven largely by our Global Planning team. They had been working with multiple spreadsheets, trying to integrate them and derive value from the data. The team had been evaluating different tools, systems, and platforms, and really arrived on Anaplan as a solution due to the flexibility of the system.
\r\nWe have developed quite a few use cases since we brought Anaplan into the company. So we started with supply-demand balancing.
\r\nWe moved on to our supply planning module, which enables us to get better granularity and connection with the products coming in and out of the factory. After that, we moved on to demand planning to try to get our forecasting integrated into the system.
\r\nWe’re currently in process of working a component-level forecast module, in addition to supplier visibility, into the system. So we’re actually using the tool to gain end-to-end supply chain visibility and planning, and to generate detailed reports, which before we were unable to do.
\r\nOur Anaplan implementation comes back to our company value of the Golden Rule. We partnered with Anaplan from the beginning, we knew that we were going to take an iterative approach to get to the final destination, and we worked together to get there.
\r\nThe biggest ROI that Anaplan has given us is freeing up people’s time to do more value-added work. One of our analysts was spending 70 percent of her time integrating spreadsheets, and now spends less than 10 percent of her time on that activity.
\r\nOverall Anaplan has reduced time from two weeks, in some cases, to integrate data and provide the answer we were looking for to just a matter of hours.
\r\nIt’s connected multiple data sources that previously needed to be integrated manually by our business analysts.
\r\nBefore Anaplan, we were unable to connect directly with our product lifecycle management system and our product configuration database. Since Anaplan, we’ve been able to make a direct connection between that data source and the Anaplan platform.
\r\nThis provides us with the ability to reduce manual extraction of roughly 67 spreadsheets per month to generate the data we needed to run our cost and spend analysis.
\r\nConnectedness is extremely important to Sonos, given that we have global locations throughout Asia, North America, Europe, and Australia.
\r\nOne of the key benefits of Anaplan is that it is a cloud-based platform that enables us to connect with our global supply base through a common interface.
\r\nWhat we’re building is an Anaplan center of excellence within the company.
\r\nAnaplan is going to be the platform that connects our organization. We’re going to use the information from the tool to drive new systems, processes, and understanding into actually how to run our business better.
\r\nI have a vision that Anaplan will reach further into the organization than other tools have by connecting all these disparate data sources and integrating them into a single platform. In doing that, it will also influence culture change, improve communications, and allow everyone involved in the end-to-end operation of a supply chain to know what’s happening at all the different functions.\r\n"}}" id="text-871bb2930d" class="cmp-text">
My name is Jonathan Rocque. I’m the Director of Global Sourcing at Sonos, and I’m responsible for the overall Anaplan implementation here.
Sonos始于将每个房屋充满音乐的单一重点。我们从事创建无线家庭音响系统的业务。
Sonos’ supply base has 200-plus individual component suppliers. What really makes us complex is that when we sell into our channel, we forecast down to the individual retailer level.
Before Anaplan, we balanced supply and global demand by integrating lots and lots of different spreadsheets. This exercise was prone to error and often introduced a lot of delays in the process.
Sonos真正想要的是公司对资源，支出和产品线的单一集成计划或观点。亚搏娱乐电子
In addition, what Sonos needed was something that could provide us with enterprise collaboration and also give us a fast implementation cycle time.
引进Anaplan的决定主要由我们的全球规划团队驱动。他们一直在使用多个电子表格，试图整合它们并从数据中获得价值。该团队一直在评估不同的工具，系统和平台，并且由于系统的灵活性而真正到达Anaplan作为解决方案。
自从我们将Anaplan带入公司以来，我们已经开发了很多用例。因此，我们从供需平衡开始。
We moved on to our supply planning module, which enables us to get better granularity and connection with the products coming in and out of the factory. After that, we moved on to demand planning to try to get our forecasting integrated into the system.
We’re currently in process of working a component-level forecast module, in addition to supplier visibility, into the system. So we’re actually using the tool to gain end-to-end supply chain visibility and planning, and to generate detailed reports, which before we were unable to do.
Our Anaplan implementation comes back to our company value of the Golden Rule. We partnered with Anaplan from the beginning, we knew that we were going to take an iterative approach to get to the final destination, and we worked together to get there.
最大的ROI freei Anaplan给了我们ng up people’s time to do more value-added work. One of our analysts was spending 70 percent of her time integrating spreadsheets, and now spends less than 10 percent of her time on that activity.
Overall Anaplan has reduced time from two weeks, in some cases, to integrate data and provide the answer we were looking for to just a matter of hours.
It’s connected multiple data sources that previously needed to be integrated manually by our business analysts.
Before Anaplan, we were unable to connect directly with our product lifecycle management system and our product configuration database. Since Anaplan, we’ve been able to make a direct connection between that data source and the Anaplan platform.
这使我们能够减少每月大约67个电子表格的手动提取，以生成我们运行成本和支出分析所需的数据。
鉴于我们在亚洲，北美，欧洲和澳大利亚都有全球地点，对Sonos的联系非常重要。
一of the key benefits of Anaplan is that it is a cloud-based platform that enables us to connect with our global supply base through a common interface.
What we’re building is an Anaplan center of excellence within the company.
Anaplan将成为连接我们组织的平台。我们将使用该工具中的信息来推动新的系统，流程和理解，从而真正如何更好地运营我们的业务。
I have a vision that Anaplan will reach further into the organization than other tools have by connecting all these disparate data sources and integrating them into a single platform. In doing that, it will also influence culture change, improve communications, and allow everyone involved in the end-to-end operation of a supply chain to know what’s happening at all the different functions.
My name is Heather Williams and I’m the leader of the Integrated Business Planning team here at Sonos.
\r\nWe had a very manual process prior to using Anaplan. Everything was largely Excel driven, so it was very labor intensive. All the planners really spent a lot more time maintaining spreadsheets than they did actually planning. Our ability to create business scenarios to drive management and executive decisions around supply and demand was fairly limited.
\r\nWe were looking for a tool that would better enable that process, as well as our weekly planning—just tactical planning cycles and collaboration.
\r\nAnaplan has allowed us to put in checks and balances, capacity check, model component constraints in the tool. So we have a high level of confidence in the plan when we publish it to the business.
\r\nAnaplan enabled a very quick implementation. And then we’ve been able to actually scale the tool as we’ve gone live, so we’re planning ahead for increased complexity that we know is coming.
\r\nIt’s really transformed the way we’re working, particularly around our inventory management and internal collaboration with the supply chain team and our demand planning partners.
\r\nWe plan to a very stringent days-on-hand target in all of our distribution centers.
\r\nAnaplan is actually enabling us to better calculate the exact supply that’s needed to maintain that target inventory level.
\r\nIt’s also helped us to better recognize when our demand consumption is off, so we’re immediately tracking variances to that target inventory level in the future and can make immediate supply corrections.
\r\nThe biggest improvement that we’ve seen is our planning cycle time.
\r\nPrior to Anaplan it would sometimes take us two weeks before we could fully roll out a demand change. We’re now able to do that in one day, plus a day for the team in Asia to actually process on their end, and then we get the supply commitment back by the end of that week.
\r\nOur ability to collaborate internally is vastly improved, which reduces the stress level and really enables a better team relationship with all of us internally.
\r\nWe’re able to show off the work that we’ve done much, much better now with Anaplan.
\r\nSo it’s really enabling us to share the information more widely throughout the company—we’ve had progress in keeping inventory closer to target levels and publishing the plans, resulting in our financial teams to better project the financial impact of the supply plans.
\r\nWe all have more time now to analyze rather than work in spreadsheets, but we are actually filling up our workload just as much as we were previously, but it’s more challenging and rewarding work now.
\r\nInstead of worrying about, “How do I get this data?” they’re worrying about, “What does this data mean and how can I use this to drive a better decision for Sonos?”\r\n"}}" id="text-882d66339d" class="cmp-text">
\r\nWe had a very manual process prior to using Anaplan. Everything was largely Excel driven, so it was very labor intensive. All the planners really spent a lot more time maintaining spreadsheets than they did actually planning. Our ability to create business scenarios to drive management and executive decisions around supply and demand was fairly limited.
\r\nWe were looking for a tool that would better enable that process, as well as our weekly planning—just tactical planning cycles and collaboration.
\r\nAnaplan has allowed us to put in checks and balances, capacity check, model component constraints in the tool. So we have a high level of confidence in the plan when we publish it to the business.
\r\nAnaplan enabled a very quick implementation. And then we’ve been able to actually scale the tool as we’ve gone live, so we’re planning ahead for increased complexity that we know is coming.
\r\nIt’s really transformed the way we’re working, particularly around our inventory management and internal collaboration with the supply chain team and our demand planning partners.
\r\nWe plan to a very stringent days-on-hand target in all of our distribution centers.
\r\nAnaplan is actually enabling us to better calculate the exact supply that’s needed to maintain that target inventory level.
\r\nIt’s also helped us to better recognize when our demand consumption is off, so we’re immediately tracking variances to that target inventory level in the future and can make immediate supply corrections.
\r\nThe biggest improvement that we’ve seen is our planning cycle time.
\r\nPrior to Anaplan it would sometimes take us two weeks before we could fully roll out a demand change. We’re now able to do that in one day, plus a day for the team in Asia to actually process on their end, and then we get the supply commitment back by the end of that week.
\r\nOur ability to collaborate internally is vastly improved, which reduces the stress level and really enables a better team relationship with all of us internally.
\r\nWe’re able to show off the work that we’ve done much, much better now with Anaplan.
\r\nSo it’s really enabling us to share the information more widely throughout the company—we’ve had progress in keeping inventory closer to target levels and publishing the plans, resulting in our financial teams to better project the financial impact of the supply plans.
\r\nWe all have more time now to analyze rather than work in spreadsheets, but we are actually filling up our workload just as much as we were previously, but it’s more challenging and rewarding work now.
\r\nInstead of worrying about, “How do I get this data?” they’re worrying about, “What does this data mean and how can I use this to drive a better decision for Sonos?”\r\n"}}" id="text-882d66339d" class="cmp-text">
我叫希瑟·威廉姆斯（Heather Williams），我是Sonos综合业务计划团队的负责人。
在使用Anaplan之前，我们有一个非常手动的过程。一切都在很大程度上是出色的，所以这是非常密集的。与实际计划相比，所有计划人员的维护表格实际上花费更多的时间。我们创建业务方案以推动供应和需求的管理和执行决策的能力相当有限。
We were looking for a tool that would better enable that process, as well as our weekly planning—just tactical planning cycles and collaboration.
Anaplan has allowed us to put in checks and balances, capacity check, model component constraints in the tool. So we have a high level of confidence in the plan when we publish it to the business.
Anaplan启用了非常快速的实现。然后，我们已经能够在上线上实际扩展该工具，因此我们计划提前提前，以提高我们知道即将到来的复杂性。
It’s really transformed the way we’re working, particularly around our inventory management and internal collaboration with the supply chain team and our demand planning partners.
We plan to a very stringent days-on-hand target in all of our distribution centers.
Anaplan is actually enabling us to better calculate the exact supply that’s needed to maintain that target inventory level.
It’s also helped us to better recognize when our demand consumption is off, so we’re immediately tracking variances to that target inventory level in the future and can make immediate supply corrections.
The biggest improvement that we’ve seen is our planning cycle time.
Prior to Anaplan it would sometimes take us two weeks before we could fully roll out a demand change. We’re now able to do that in one day, plus a day for the team in Asia to actually process on their end, and then we get the supply commitment back by the end of that week.
我们内部协作的能力远远improved, which reduces the stress level and really enables a better team relationship with all of us internally.
We’re able to show off the work that we’ve done much, much better now with Anaplan.
因此，这确实使我们能够在整个公司中更广泛地共享信息 - 我们在使库存更加接近目标水平并发布计划方面取得了进展，从而使我们的金融团队更好地预测了供应计划的财务影响。
我们现在都有更多的时间来分析而不是在电子表格中工作，但是我们实际上和以前一样填补了工作量，但是现在这更具挑战性和有意义的工作。
而不是担心“我如何获取这些数据？”他们担心：“这些数据是什么意思，我该如何使用它来为Sonos做出更好的决定？”
