Benchmarking Success in Consumer Products with Value Engineering

Benchmarking Success in Consumer Products with Value Engineering Stephen Hollier

Agenda Value Engineering Benchmarking Customer Innovation Call to Action

SAP Value Lifecycle Value Discovery Diagnose business process performance Assess areas for best practice adoption Build and validate the business case Align with CEO / Board agenda Value Optimization Measure performance Identify improvement Define action Leverage best practices Value Lifecycle Value Realization Design for value Define KPI s to track Identify and manage risk Design governance model

SAP Value Engineering Content Benchmarking 10,000 submissions 25 industries, 30 process areas Assess KPI s and best practice adoption relative to top quartile benchmarks. Business Transformation Studies Proof points of value realised Training and Tools Value Academy 7,500 attendees 2,500 companies Company specific training academies to develop value management capabilities Value Lifecycle Manager Online tool to support business case development Services Strategic Innovation Innovation workshops using Design Thinking principles and leveraging new trends and technologies Business Case Outside-in or collaborative value assessment Value Realisation Governance and processes to deliver value on time, on budget

Benchmarking Surveys Financial Excellence Operational Excellence Strategic IT Finance SRM/ Procurement Total Cost of Ownership Superior Customer Value Trade Promotion Management Financial Compliance Manufacturing Business Intelligence / Analytics Sales Effectiveness Financial Performance and Risk Management Finance Shared Services Public Finance Best People and Talent Human Capital Management Talent Management HR Shared Services Lean Enterprise Responsive Supply Networks Supply Chain Planning Transportation Management Warehouse Management Product and Service Leadership NPDI Best Run IT Enterprise Information Management Mobility Value Management High Performance Analytics Implementation Services High Performing Assets Enterprise Asset Management Customer Contact Centers Customer Service and Support End-To-End Processes Enterprise Health Check Order to Cash Cash to Cash Retail Merchandising EH&S Compliance

SAP Value Management Centre https://valuemanagement.sap.com

Benchmarking can be used in many ways 1 2 3 4 Opportunity Identification / Prioritization Establish Performance Baseline to Prove Success Intra-company/ Global Benchmark On-going Performance Management

Benchmarking Performance Analysis Framework Key Performance Indicators Effectiveness Efficiency Performance Analysis Framework Performance Drivers Effectiveness Trade Spending as a % of Revenue % of Product Sales sold on Promotion Efficiency FTE s per $100m of Trade Spending Out of Stock % during Trade Promotion Technology System Landscape Use of Technology Recommended and Actionable High Impact Strategies Best Practice Adoption Current Level of Best Practice Desired Level of Best Practice

TPM: KPI Performance Peer Group Type Metric Company Average Top Quartile Trade Spending as a % of Revenue 25 12.8 5.3 Average Annual Fund Overspend (in %) 6.0 2.9 0 % Of Annual Product Sales Sold on Promotion 50 45 25 Productive Spend as a % of Total Spend on Trade Promotions 80 43 60 Effectiveness % of Trade Promotions Resulting in Incremental Volumes 100 76 90 % All Commodity Volume (ACV) of Trade Promotion Execution 70 65 90 Timely Insight into Trade Promotions 3.0 2.7 3.0 Invoice Accuracy Rate 99 93 98 % of Deduction Balance which is Legitimate and Payable to Customer 95 90 98 Actual Days of Stock 33 31 10 Efficiency Out of Stock % When a Promotion is Running 2 8 3 FTE s per $100 Million of Trade Spending 16.7 26.4 6.3 Deduction Balance as a % of Revenue 7.0 4.7 1.8

Effectiveness of TPM Systems and Processes % of productive trade spend How effective are your processes and systems at tracking the return on investment of trade promotions? Low 38.4 46% High 56.0 % of productive trade spend How effective are your processes and systems at tracking the incremental volume resulting from trade promotions? Low 36.7 70% High 62.2 % of promotions resulting in incremental volume Low High 11 % How effective is your organization at replicating your most effective promotions? 72.5 80.6 % of productive trade spend Low High 30% How effective are your trade promotions at growing category volume? 38.1 49.5

Best Practice Assessment Trade Promotion Measurement and Analysis Best Practice Listing 1 2 3 4 5 Adequate information is available on baseline and incremental volumes to track the impact of promotions on promotion objectives Company has the ability to centrally manage trade plans by aligning sales promotions with all/any supporting events such as advertising plans and media buying Company has the ability to perform real-time analyses of trade activities to help identify the most successful and effective promotions, and to adjust current promotions Trade Promotion Management spends are measured and reported in customer profit and loss statements Company can systematically track and account for all costs related to trade activities, which aids compliance with accounting principles and government regulations (eg.sox) Best Practice Ranking 6 5 4 3 2 1 0 1 2 3 4 5 TOP 25% Customer Coverage Average Customer Importance 1 = No Coverage 5 = Full Coverage

Improvement Strategies

Tangible Benefits Tangible Benefits % Impact Revenue Increase in promotional sales Reduction in out-of-stocks 3-5% 10-40% Operating cost Reduction in fund overspend Improvement in trade spend efficiency Reduction in forward buying Lower deductions Reduction in manual administrative work 0-5% 1-10% 5-10% 40-70% 15-20% Working capital Reduction in inventory levels Reduction in re-allocation of finished goods Reduction in outstanding payments 3-5% 10-20% 5-40%

Innovation New technologies New trends Cloud In-memory Mobile New business models Co-innovation with SAP Social networking Economic cycle New business networks and supply chains Knowledge workers Design thinking enabled by technology New value sources New markets Global markets Millennials Data Content New monetization models

Innovation Workshop Discover Design Deliver

Call to Action 1 Participate in Benchmarking https://valuemanagement.sap.com 2 3 4 Contact your Account Executive to Coordinate VE Resources Develop a Business Case Set up a Customer Innovation Workshop

Thank you Contact information: Stephen E. Hollier Senior Principal, Value Engineering SAP UK Ltd 07966 975 207 stephen.hollier@sap.com

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