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全球食品公司Del Monte在数百个电子表格和僵化的遗产工具上苦苦挣扎，导致预测不准确。通过在Anaplan中连接金融和供应链计划，提高了成本和盈利能力分析，并且对不可预见的事件做出反应的能力（例如厄尔尼诺尼诺）更好，从而减少了浪费的食物和更大的盈利能力。

过去，我们需要五天时间来应对需求变化。现在，有了Anaplan，我们不到五分钟才能提出必要的生产调整。

RK Del Rosario，供应链规划经理

挑战

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.

解决方案

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.

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

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.

视频成绩单

Del Monte是菠萝产品的最大生产商之一。我们提供全球菠萝供应的20％。我们不仅在销售菠萝 - 我们还向每个家庭出售健康和健康。
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。
我们从事食品和饮料行业的工作，我们的大多数产品都在快速移动的消费品细分市场中，并且加上这些产品的复杂性。如果他们没有按时交付，或者在需求时没有生产，则浪费很高。到目前为止，我们已经实施的是FP＆A用例，当我说FP＆A时，这是我们拥有数量和非运营收入的预算。但是与此同时，我们已经嵌入了该用例供应链融资方面。因此，这就是物流，仓库能力计划，以及我们的烹饪产品的基于材料的成本费用。
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.
We 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.