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.
我们内部协作的能力得到了极大的提高,这降低了压力水平,并确实使团队关系更好。
希瑟·威廉姆斯,综合业务计划高级主任
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.
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.
The 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.
Sonos选择了Anaplan的速度和灵活性。借助Anaplan的基于云的平台,该团队有一个愿景,可以连接业务的更多部分,改善沟通并影响文化的变化。正如综合业务计划高级总监希瑟·威廉姆斯(Heather Williams)所说:“我们内部合作的能力得到了极大的改善,这降低了压力水平,并确实使团队关系更好。”
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 began with the singular focus of filling every home with music. We are in the business of creating wireless home sound systems.
Sonos的供应基础有200多个单个组件供应商。真正使我们复杂的是,当我们卖入频道时,我们预测到个人零售商级别。
在Anaplan之前,我们通过整合许多不同的电子表格来平衡供应和全球需求。此练习容易出错,并且在此过程中经常引入很多延误。
What Sonos really wanted was a single integrated plan or view of the company when it came to resources, spend, and product lines.
此外,Sonos所需要的是可以为我们提供企业协作,并为我们提供快速实施周期的时间。
The 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.
We have developed quite a few use cases since we brought Anaplan into the company. So we started with supply-demand balancing.
我们继续使用供应计划模块,这使我们能够获得更好的粒度和与工厂进出产品的联系。之后,我们继续进行需求计划,以尝试将我们的预测整合到系统中。
我们目前正在系统中,除了供应商的可见性外,我们还在运行组件级别的预测模块。因此,我们实际上是在使用该工具来获得端到端供应链的可见性和计划,并生成详细的报告,在我们无法做到之前。
我们的Anaplan实施恢复了我们的Golden Chure公司价值。我们从一开始就与Anaplan合作,我们知道我们将采取一种迭代方法到达最终目的地,并且我们共同努力实现了那里。
阿纳普兰(Anaplan)给我们的最大投资回报率是释放人们的时间做更多的增值工作。我们的一位分析师花了70%的时间整合电子表格,现在不到10%的时间在这项活动上。
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.
它连接了多个数据源,这些数据源先前需要由我们的业务分析师手动集成。
在Anaplan之前,我们无法直接与产品生命周期管理系统和产品配置数据库联系。自Anaplan以来,我们已经能够在该数据源和Anaplan平台之间建立直接连接。
This 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.
Connectedness is extremely important to Sonos, given that we have global locations throughout Asia, North America, Europe, and Australia.
Anaplan的关键好处之一是它是一个基于云的平台,使我们能够通过通用界面与全球供应基础联系。
我们正在建造的是该公司内部的Anaplan卓越中心。
Anaplanis 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.
我有一个愿景,Anaplan将达到进一步to 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.
We 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.
我们正在寻找一种工具,可以更好地启用该过程,以及我们的每周计划(即将战术计划周期和协作)。
Anaplan允许我们进行检查和余额,容量检查,工具中的模型组件约束。因此,当我们将其发布给业务时,我们对计划有很高的信心。
Anaplanenabled 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.
这确实改变了我们的工作方式,尤其是围绕库存管理和与供应链团队和我们的需求计划合作伙伴的内部合作。
We plan to a very stringent days-on-hand target in all of our distribution centers.
Anaplanis actually enabling us to better calculate the exact supply that’s needed to maintain that target inventory level.
这也有助于我们更好地认识到何时消耗需求,因此我们立即将未来的差异跟踪到该目标库存水平,并可以立即进行供应更正。
我们看到的最大进步是我们的计划周期时间。
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得到了极大的提高,这降低了压力水平,并确实使我们在内部与我们所有人建立更好的团队关系。
我们能够炫耀我们已经做了很多事情,现在使用Anaplan做得更好。
So 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.
We 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.
Instead 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?”