Business Analytics made easy for SAP

Perfetti Van Melle is a producer and distributor of confectionery and chewing gum, operating in over 130 countries. The company resulted from the 2001 merger of Perfetti and Van Melle. With the take-over of the Spanish company Chupa Chups in July 2006, Perfetti Van Melle consolidated its position as the world’s third largest confectionery company. It also made the company the largest player in the Asian market.

Since 1993 Perfetti Van Melle is using SAP. The decision to use SAP

for logistical and financial administration was a convincing one.

Since that decision, the ERP has been rolled out in many countries.

As a result, the company currently works with ten productive

SAP systems, each for a specificregion or operating company. The

company sought answers to some important issues, such as “which

deliveries are outstanding, will they be delivered on time and if not,

why not?” With Every Angle the management is now able to produce

clear answers to those questions and more. Perfetti Van Melle cannot

imagine working without Every Angle anymore.

Implementation of Every AngleEvery Angle is implemented with the aim to align the operational

business processes and to enable SAP users to retrieve as much

information as possible from the SAP system. Perfetti Van Melle has

been using Every Angle since 2003 and is very satisfied. It is primarily

the SAP key users who benefit the most from the operational

performance management solution provided by Every Angle. At the

end of 2007, the confectionery manufacturer decided to convert the

existing Benelux contract to a company-wide global contract. This

enables the worldwide use of Every Angle software. The first site

outside the Netherlands that employed this software was Perfetti Van

Melle USA.

Management issues With Every Angle Perfetti Van Melle Benelux the management found

answers to a number of pressing issues.

Those management issues were the following:

• Which orders are open? Will they be delivered on time? If not, why

not?

• What is the status of our stock? Have we got enough or rather too

much? If we have got too much, how can we stop it getting worse?

• Is it possible to cancel purchase orders or manufacturing orders?

ResultsBy using Every Angle, Perfetti Van Melle Benelux managed to achieve

the following results:

• Cleaner master data

• Quicker action on the basis of faster and more transparent reports

• Quicker flagging-up of potential unsalables (best-before-date and

packaging materials without dependent need)

• Improved reporting on sales orders status

• Improved insight into purchasing packages and supplier spread

• SAP users have gained more understanding of their role in the

business process

• Thanks to Every Angle, users have a better understanding of the

entire business process.

“A quick overview of production orders, open orders and stock level”

INDUSTRY:

Food & BeveragePROCESS:

Supply Chain

Examples• Reporting on service levels

• Identifying and cleaning corruption and inconsistencies in master and

transaction data

• Monitoring supplier lists and information records for completeness and

accuracy

• Uncovering backlogs and imminent backlogs for each customer based on

open order lists

• Analyzing stocks of both the finished product and packaging materials with

regard to unsalables, slow-movers, best-before-date lists, number of weeks

in stock and blocked stocks

• Inventory of production differences between planned and produced.

www.everyangle.com

“For us, Every Angle is a powerful tool that provides us with a better insight into our

processes and how those processes inter-relate. Our users couldn’t imagine working

without Every Angle anymore and from an IT perspective I can only say that Every Angle

requires hardly any maintenance.”

Jan-Willem van der Meere . Regional IT Manager of NW. Europe and N. America .

“Every Angle is a nice tool to make sure that people don’t only hear weekly

what their performance was, but also have the tool to monitor their

performance on a daily basis.”

Erik Brouwer v Director of Supply Chain Management in NW. Europe v