I am back again in Vegas for IBM Pulse 2013. Last year, I covered the event live with daily blogs, but this time my whole schedule was so packed that I hardly had any time to write. Hence summarizing the whole event in one blog.
One of the biggest challenges for an enterprise today is to constantly upgrade and optimize their IT infrastructure to cope up with the fast growing technology and never ending business demands. As the IT consumers have to transform their heavily customized old school enterprise applications to a standard technology platform, the Enterprise application developers and the Companies are having a stand of between customized application and a configurable solution.
Guest Post by
Sajit Kumar C.N., Principal Consultant, Infosys and
Ganesh Subramanian, Lead Consultant, Infosys
Enterprise-centric Asset Management is a new model evolved from the rapid and radical change that businesses have undergone. This radical innovation in business is brought about by globalization and may be profoundly displacing many of the well-accepted models that businesses used to follow.
In such a scenario, the world is rapidly adopting collaboration across value chain as a competitive differentiator. The same holds true for after-sales asset management, which is the last and perhaps the most decoupled "link" in the value chain in asset-intensive industries like industrial tool manufacturing. Organizations can no longer afford to sustain with inward-looking Enterprise Asset Management only ...
Read more on our article in Spend Matters, a global content community dedicated to examining a range of procurement and supply chain issues.
It is generally recommended that you plan critical products and components in SAP APO [or an APS system] and non-critical products and components in SAP ECC [or the respective OLTP system]. The critical products have some typical characteristics that can be used as guidelines to identify them: long replenishment lead times, usage in multiple Upper Level parts and A-Class products [based on ABC Classification that I had discussed in my earlier blog]. The non-critical parts are planned in ECC with the assumption that the planning for these parts does not need advanced algorithms and the parts can be procured easily and quickly on a need basis.
However this consideration misses one critical aspect - the Supply Planning Organization Structure. The above recommendation works generally well where we have planners that are dedicated to plan just these non-critical components. However, we have seen in multiple clients that the Planners are responsible for planning the entire Product Family across all the levels of the BOM for both the critical and non-critical parts. The planning done for non-critical parts in ECC requires the planners to access not only multiple transactions, but also multiple systems and then execute on the system proposals. Also, with increasingly shorter lifecycles for the components, it is getting increasingly important in the High-Tech industry to plan the components considering substitutes, before placing a buy signal to the Suppliers. We have seen that due to these reasons, the planners prefer to have both the critical and the non-critical parts being planned in APO and the proposals presented to them in a consistent manner for them to make decisions.