©company confidential 1 bi in fmcg industry - raj basu

©Company confidential 1

BI in FMCG Industry- Raj Basu


Major changes in FMCG industry

• Indian Consumer changes• Larger disposable income• Middle class segment bulging• Greater global exposure • Greater appetite & demand for global products• Differentiated product & service requirements

• FMCG space dynamics• Explosion of products • Explosion of markets (Kirana & Organized Retail)• Rush of new players• Global players bringing process and intelligence maturity• Increasing competition• Supply chain bottlenecks

• Impact on FMCG strategy & operations• Increasing Flexibility

• Outsourced Contract Manufacturing• Demand driven supply chain

• Improving Customer service• Retail outlet segmentation• Customized Retail service• Supply Chain segmentation

• Greater Organizational Alignment• EPM, Divisional Scorecards•Integrated Sales & operations planning

• Greater Customer focus• Demand analysis• Product charateristics


EPM/BI needs of the FMCG Industry

• Rapid EPM adoption for Org Alignment & strategy management• Balanced Scorecards (Strategy Maps, Business Scorecards)• Budgeting, Planning & Consolidation systems• Operational performance management

• Financial Analytics for greater ROCE• Working Capital Optimization (C2C Cycle)

• Debtor Analytics• Payables Analytics• Inventory Optimization

• Treasury Cash Analysis

• Customer Analytics• Trade Promotion Analytics• WD Profitability• Outlet performance• Channel Analysis• Integrated Consumer Demand & market performance visibility

• Supply Chain Analytics• Supply Chain Performance Management• Product Cost & profitability analysis• Operational Planning efficiency• Inventory visibility & optimization• Supply Network efficiency• Spend Analytics

• Operations Analytics• Plant Performance Management• MES Analytics


Key BI Trends in the FMCG industry

• Major Indian FMCG players are making rapid strides in enabling Business & Competitive intelligence as a key differentiator

• Most of the large FMCG companies are centralizing BI as a shared service on a common platform across it’s businesses and brands with a razor like focus on getting Best-In-Class service

• Most of them are already deep into state of art Business Intelligence

• ability to check on an outlet consumption pattern on a handheld before meeting the owner• ability to analyze secondary sales based promotions rather than primary uptake• ability to provide outlet based actionables rather than market level inputs like OOS, poor AVF scores etc

• Global players are even further ahead• Trade Promotion Analytics, Segmentation based promos, supply chain bottleneck alerts, route optimization and advanced forecasting and predictive demand models


EPM Objectives

FMCG majors are interested in implementing a Performance Management (PM) program across the enterprise, in order to align goals and strategies with operational objectives, plans and responsibilities within the organization.

Key Key BusinessBusinessBenefitsBenefits

OrganizationalAlignment

StrategyCommunication

Effective Model ToMeasure Performance

Identify CapabilityDevelopment Needs

Develo

p

Su

peri

or

Con

su

mer

Insig

ht

Ad

op

t N

ew

Tech

nolo

gy F

or

Man

ufa

ctu

rin

g F

lexib

ilit

y

Vision

Strategic

Objective

Functional Objectives

UnitObjectives

IndividualObjectives

Level 0 : Corporate

Level 1 : Business Functions

Level 2 : Units Str

ate

gy C

om

mu

nic

ati

on

Clo

sed

Loop

- F

eed

back

HR Effectiveness

Process Efficiency

Customer Satisfaction

Objective Initiatives

Financial PerformanceFinancial Performance

Measures

Business Performance

Incr ShareHolder value

SustainedProfitable growth

AccelerateOrganic Growth

ImproveProductivity


PerspectivePerspective Key ImperativesKey Imperatives Key QuestionsKey Questions

Financial

Customer

Internal Process

Learning & Growth

Effect

Cause

Results

Action

“Profitability”“Return on Capital Employed”

“Consumer Satisfaction”“Market Share”

“Efficiency”

“Knowledge”

“Innovation”

Vision & Strategy

To Satisfy our shareholder, what financial objectives must we accomplish

To achieve our financial goals, what customer needs, must we satisfy

To satisfy our customers, what internal business processes, mustwe excel in

To achieve & maintain our competitiveposition, how must the organization the Organization learn & improve

Balanced Scorecard incorporates a double loop feedback around both internal business processes and external outcomes

Classic Balanced Scorecard Framework


Decision-making challenges at ITC Businesses

• Business Performance Mgmt – Executive, Functional, Unit Level Scorecards• Employee Performance Mgmt – Personal Scorecards

• Impact of Food FG Warehouse location on Food Categories operating margins• Impact of Leaf stock at ILTD on price elasticity at ITD• Impact of potato sourcing bottlenecks on Bingo Freshness

Fact Based Decision-Making / Actionable Intelligence

Organizational Alignment

Integrated Analysis across value chains

Operational• Exception based operations at the Factories• Stock optimization across supply chain nodes• Fast tracking complaints from High Value Cust• Personnel workload mgmt across stores

Tactical• Targeted Promotions & variable pricing• Outlet Segment specific service packages• Profitability based supply routes• Demand driven inventory management

Analytical CapabilityPerformance Visibility

• Promotion & marketing impact tracking• Supply Chain bottlenecks• SKU velocity• Logistics impact on operating margins• Store Allocation efficiency• Reservation Pipeline vs Forecast• 360 deg Customer Views• 360 deg Supplier views• Cost variance tracking• Order-To-Fulfillment, Cash –To-Cash, Procure-To-Pay cycle times

• Outlet Service Route Optimization• Outlet Segmentation• Analytical Forecasting • Six Sigma Analytics• Price Elasticity Analysis• BCG Portfolio Analysis• Human Productivity Analysis• Loyalty Analytics


EPM driven BI at a US Food Distribution Major

StrategicGoals

StrategicMetrics/Scorecards

DemandInitiatives

• General Analysis• Sales Force Effectiveness• Trade Promotion Effectiveness• Marketing Effectiveness• Market Analysis

• Spend Analysis• Supplier Performance Analysis• Item & Brand Analysis• Bid Analysis• Competitive Analysis

Business Functions - Functional Metrics, Reports, Alerts, Scorecards, What-If Analysis, Guided Analysis

IT Functions - Dashboards, BI Tools, Databases, ETL, Data Models, Metadata

SourcingInitiatives

Supply ChainInitiatives

CustomerInitiatives

Some Analysis Areas

• General Analysis• Segmentation Analysis• Contract Compliance• Business Review Analysis• Customer Profitability Analysis

• Delivery Effectiveness• SKU rationalization Effectiveness• Backhaul Effectiveness• Carrier Performance Analysis

Some Analysis Areas Some Analysis Areas Some Analysis Areas


A single BI System should support the EPM Model

Visual AuditsSales Force

& CRM WD System

Data Warehouse(Data Storage)

BI Layer (Business logic, number crunching, metric/report generation )

Source Systems

SAP

ETL LayerData Extraction, Cleansing, Staging, Transformation & Loading

Corp

TM&D

Sales Distribution

CategoryPerf

BranchPerf

Promo Perf

Finance

ChannelPerf

PlanningPerf

WarehousePerf

LogisticsPerf

NetworkEff

WDPerf

WSDPerf

AMPerf

Outlet SvcEff

RouteEff

CarrierEff

SchedulingEff

CBSC, Food,PCB

Brand PerfMgmt

FinanceOperations

PerfHR Perf

PortfolioPerf

Mkt ResearchPerf

NPDPerf

ProcurementPerf

PlantPerf

R&DPerf

WorkforceEff

HR Perf

Emp Perf

EmpEff

AEPerf

DistPerf

Performance Management Model

Excels PLM HRMS

Outlet Sales, Invoices, Purchase OrdersInventory, Transport Orders, Stock Tr Orders,Salary Advice, re-distribution Costs

Business Plan, Forecast, A/R, A/P,Visual Merch Audit, Production Plans,Market Research, Production Jobs

A common data set populates the entire model enabling :-

• Scalability• EPM, Data, BI Model• System Performance

• Integration• data linkages• business rules


Some benefits of integrated modeling for FMCG

• Impact of raw material shortage on retail offtake

• Analysis of a request for a short runner on • Factory productivity vis-à-vis customer service

• Correlate/factor-in market demand (IMRB) into AE performance

• Decision on extending Promotions based on raw material availability

• Analyze impact of sales strategies/norms on Market standing

• Analyze synergy opportunities like sharing warehouses, transportation sharing and backhauling, reverse logistics etc across categories


Typical BI Transformation Roadmap

Define Performance Mgmt

Model

DefineBI Strategy

Create BI Governance

Model

BI Implementation

BI Change Mgmt

BI Value Mgmt

Supply Chain Transformation

Brand Management Transformation

Process Improvement Transformation

Major Organization Transformations…..

…Need a Performance Mgmt & BI Transformation to empower & measure effect of transformation !!

EPM & BIWorkshops

Awareness CreationAppreciation of Best PracticesIntent Generation

FrameworkMetrics ModelsScorecardsAlertsLinkages/AlignmentsAnalysis FlowsDashboard DesignsBiz Case/ Info NeedsGet Mgmt Buy-In

Technology DriversApp Architecture Data ArchitecturePlatform SelectionVendor SelectionInitiativesRoadmapEffort Estimation

Identify Sponsor Create Steering Comm Create Execution Comm Comm to all stakeholders Set expectations/Time Create Project Plan

Business Requirements System Requirements Design Development Testing Deployment

Training Communication Biz Process Changes Expectation Mgmt Usage Monitoring BI Support Processes Risk mgmt

KPO Customer Service Business Impact BI Perf Mgmt BI RoI BI Enhancements

BI Transformation Roadmap


BI Program Change Mgmt Challenges & Strategy

An effective Change Management strategy for BI Program starts at the Kickoff and ends at satisfactory system adoption and positive customer feedback. However, Change Management is an ongoing process and is part and parcel of an effective BI Governance Model. bringing people on board, convincing them of the value, goading them to use it the right way, measuring business improvements.

BI, being a non-critical business application needs cultural process changes to leverage the investment, which makes it even more challenging and critical aspect of achieving success

People Participation Processes Systems Culture

Change

• Business Sponsorship• Business Buy-In, Ownership• Identify Business Change Agents• Remove Business IT gaps • Remove fear of Retrenchment• Create Senior Mgmt

Champions to spread the message

• Identify and Plan for process changes early on

• Create effective communication channels and joint project plans with other process owners

• Cultural and governance change needs to go along with process changes

• Identify & Plan all system changes early on (Frontline systems may need to have more checks and measureto improve data quality)• Create effective

communication channels and joint project plans with

other System owners• Communicate all system

changes to the Organization

• Business Driven Program • Showcase Business Benefits• Keep business in loop during change in scope• Embed in biz processes like sales review etc• Pre-empt business needs• Communicate effectively• Repeated Multi-media training• Measure adoption, usage and • publish figures• Publish success stories

Key Questions for Change Mgmt PlanningWhat will change ?Why will it change ?How will it change ?Who will change it ?

Change is enabled through 4 key change perspectives


Enterprise BI Strategy for ITC

BI Strategy

Execution Plan

Service & Maintenance

Governance Model

BI Vision BI Needs/Painpoints

BI Business Case

ScopeDefinition

ImplementationRoadmap

& Project Plan

Architecture(Data, System)Tool Selection

Execution Model (Inhouse/Outsource)

Vendor Selection

BI Budget

Service Model(Outsource,

Managed BI Svc)

Service Vendor Selection

ServiceQuality

Management

ServiceImprovement

CustomerFocus

RiskManagement

ValueAssessment

OrganizationAlignment

BI Business Case

•Unique Sales & Customer view•Unique Spend & vendor view•Supply chain wastes•Asset utilization gaps•Higher employee productivity•Greater IT ROI•Single Analysis Platform across biz areas•Excel intelligence democratization !

Business Intelligence Mission (SYSCO):

Provide a single view of timely, accurate, consistent & actionable information across the enterprise through a common user interface accessible anytime, anywhere to authorized users, thereby enabling fact based decision making.


So What’s Driving Trade Promotions?

New product introductions.– In 2003, 33,700 new FMCG items in the US marketplace alone– up from about 32,000 in each of the previous two years.

Declining shelf space. – Median US store size has declined since its 1999 peak of 44,843 square feet, following nine

consecutive annual rises.– Wider assortment range in both North American and European stores constrains shelf space

yet more. Private-label products.

– Private-label products now account for between 15% and 20% of items sold in US supermarkets, 22% in Europe, and a staggering 42% in the UK.

Result - large and rising trade promotion spend– 10 FMCG firms interviewed by Forrester planned 2003/4 trade promotions at 16% gross

revenues It all adds up to more than $100 Billion per year

– Based on 2003 revenues, the 50 largest FMCG manufacturers.– It’s the single largest element of expense for FMCGs, but the least well controlled. Typically

CFOs use a complex tangle of spreadsheets and enterprise app extracts to track trade promotion dollars but have no way accurately to estimate in advance the impact of a planned promotion. CRM based approaches typically just rely on sales estimates of trade promotion impact, thus ensuring that trade promotion accruals and supply chain preparations are based only on guess work

– No wonder senior execs get mauled by regulators and shareholders alike

Source : Forrester Research


Closed Loop Process BEGINS with Analyzing Performance and Opportunities in the Business

Linking Insight and Performance Management with Decision Support

FINANCE

SALES

MARKET INSIGHTS

OPERATIONS

TRADE MANAGEMENT

BRAND / CATEGORYMANAGEMENT

Analyze Performance- During and end

of promotions

1

Plan, Simulate and Evaluate Scenarios

3

Collaborate and Approve New Plans

4Generate new Promotions

Plan/Forecast

5

Negotiate &Sell in Deals

6

Execute Deals

7

Analyze Opportunities for Brands and Markets

2

Analytics

Operational


Only 7% of Manufacturers say that they are highly effective at evaluating promotion productivity.

30

14

49

7

Inneffective Neutral SomewhatEffective

HighlyEfective

Source: Brandweek November 25, 2002/Cannondale Study

Despite such large spends, not many manufacturers have succeeded in measuring promotion effectiveness

“Half of all promotional expenditure is wasted …... the problem is nobody knows which half!”

William H. Lever, Chairman, Unilever Corporation

• Of all investments, promotional spending is the highest whilst knowledge about their return and effectiveness is the lowest.

• For promotions, the driver is what was done the previous year

• Most promotions are NOT evaluated in an objective and systematic fashion

• There are no management KPI’s to measure the business.


2.5%

1.5%

10.0%

ROS

“Manage Promotion

Driven Costs”

“Redeploy Inefficient Spending”

80-90% of promotions are not profitable for manufacturers

Consumers are unaware of 51% of items

bought on sale

Only 50% of manufacturers measure event

profitability

Potential Manufacturer Value Chain Improvement(as a Percent of Sales)

Per

cen

t o

f S

ales

Manufac-turing Labor

Freight Fixed COGS Salesforce Distribu-tion labor

Inventory Carrying Cost

Diverting and All Other

.4-.6%.2-.3%

.2-.4% .3-.6%.1-.2% .2-.3% 0-.1%

Up to 2.5%

Source: Accenture Industry Experience and Trade Promotion Study

EXPANDRETAIN

COSTMINIMIZE

REDEPLOY (OR IMPROVE)

A

B

C

B

BB

A

AA

BB

AA

A

C

B

C

C

CC

C

C

C

C

A

Less Impactful Events

More Impactful Events

Substantial Opportunity for Manufacturers

Research suggests that FMCG manufacturers can achieve up to a 40% increase in return on sales through improved trade promotion management.


Some typical Trade Promotion Effectiveness KPIs

Process Steps KPI Description Type of KPI Source of Information

Role Impacted

Measure the efficiency of the entire supply network to ensure that product is available on the shelf at all times during the promotion

Shelf Availability

% of time that product is available on shelf in the correct shelf during the total time of the promotion

Operational Retailer Inventory System by SKU by shelf location

Brand Manager Account Manager Supply Chain Planner Retail Buyer/Merchandiser

Measure the profitability of each promotion for the entire lifecycle

Promotion ROI

Incremental Revenue less campaign costs, creative costs,

Tactical/Strategic

Manufacturer Sales & Costing systems

Brand Manager Account Manager VP - Marketing

Measure the lift in sales volume due to the promotion

Sales Lift% % increase in base demand post promotion

Tactical Retailer POS systems

Brand Manager Account Manager Demand Planner

Measure the extent of cannibalization due to promotion on other SKUs/Stores

Sales Drop %

% drop in base demand of non-promoted SKUs in promoted Stores and promoted SKUs in non-promoted Stores

Tactical Retailer POS Systems

Brand Manager Account Manager Demand Planner

Measure the extent of Forward Buy by Stores/Accounts

Store/Account Volume

Mismatch between POS sales volume and Store/Account Buy volume during promo period

Operational Retailer POS systems Manufacturer Sales systems

Demand Planner Account Manager


Trade Promotion Analytics – Hierarchy of Needs

• What will happen

• What is happening

• Why did it happen

• What happened

Operational Tactical Strategic

Evaluate Promotions Effectiveness

Ensure shelf availability

Measurement of Sales KPIs – Store level, SKU level, Lift%, Drop%

Determine Order Status

Determine Promotion Costs

Demand Management TP Scenario Planning

Determine and analyse Causals

Customer Behaviour AnalysisInventory Management

Evaluate Store/Account Profitability

Measure promotion impact on sales

volumes

ANA LYTICS


TPM Applications – Key Interfaces

ERP

CRM OperationalApplication

POS

Customer Analytics

Inventory

SYNDICATE DATA

Retailer Promo penetration data

Total cost of promotion

Retailer Invoice data

Inventory Availability

Order Backlog

AnalyticalApplication

Forecast Accuracy

Base Demand

Historical Sales

Trend

Sales Performance

@ Brand-Account level

Customer Master Data

Product Master Data

Price Master Data

SCM

Store Promo Adoption

Consumer Off-take

Channel Spends

Stock-Out data

Consumer Billing Price

Store level forecasts

Planogram Compliance

Sales Returns

Market/Cateogry/Channel Outlook

Consumer Panel Data

Retailer Panel Data

Reports Causal AnalysisException Alerts What-If Analysis Optimisation

FMCG Enterprise Applications

Retailer

Applications

FMCG TPM

Application

Third Party

DataTPM Analytics


Thanks !


Evolution of BI

1995 2000 2005 2015

Incr

easi

ng

M

atu

rity

1990

BI Affordable, Democratized, Mobilized

Pervasive BI(Business Planning, Collaboration)

Data –> Insight, Alerts, Root Cause Analysis

Static Reports -> On-The-Spot Answers

BI –> EPM/CPM

BI -> Greater Integration

Business Intelligence -> Intelligent Business(Exception based Mgmt, predictive analytics etc)

MIS/EIS Reports

B1 2.0


Evolution of BI

1990 1995 2000 2005 2015

Incr

easi

ng

M

atu

rity

Static MgmtReports

DataSilos

IntegratedData

Repositories

PackagedERP BI

Real TimeAnalytics

ExpensiveData

Integration

DesktopOLAP Reports

Excel Excel Excel

Web basedOLAP Reports

OLAP Reports

ExceptionBased

Management

PredictiveAnalytics

CollaborativeBI

Mainframes

DashboardsScorecards

AlertsAnalysis Trails

EPMCPM

TextIntelligence

What-If Analysis

BI 2.0


Unilever Global Network : Connects all regional business units and its customers under one global data pool

Unilever Akili

Global Registry

Global InformationService Center

Data Pool

Unilever Akili : Working together with the business to fulfill consumer whishes better, faster and cheaper

Global Intelligence Framework

Supply Chain Intelligence

Consumer, Shopper & Trade Analytics

Market Trends & Consumer Segmentation

TradeDynamics, promotion

management

NetworkPlanning &

Optimization

CompetitiveIntelligence

Supply Chain & Demand Planning

Global Manufacturing

Integrated Sourcing Hubs

RegionalSupplyChain

Dispersed R&D

Category & Channel Marketing

Collaborative Shopper Value Creation

Regional Category Support

RegionalDemandPlanning

RegionalDistributionStructure

RegionalChannelStrategy

CategoryDevelopmentBy country

CountrySpecificIntelligence

BrandActivationPlans

Enablers

Common Identification StandardsSingle Platform – all regions

Global Data Synchronization

Standardized Processes & Systems

Integrators

Common Business Performance Models

Collaborative Planning


Nestle – GLOBE (Global Business Excellence)

Implementation of harmonized Nestle Business Excellence Best Practices – All Regions

Managing Data as corporate assets – Implementation of single data standard – All Regions

Implementation of standardized information system & technology – all regions

GLOBE - Objectives

Key Initiatives

BusinessBenefits

Effective decisionmaking

Enables Shared Services & reduces cost of operations

Speed to share & Implement new best practices

Supply Chain

Demand Planning Manage risks to targets Global Sourcing Effective hedging Working capital optimization SKU optimization Customer profiling & categorization

Marketing Effectiveness

Consumer & shopper behavior Trade dynamics & channel intelligence Micro Marketing intelligence specific to regional needs Drive operational channel marketing programs

PortfolioEnhancement By Geography, Category & by Product groups Help to optimize product offerings Identify new opportunity for growth of existing products in the global portfolio

StrategicPartner

Help in M&A Identify Cash Flow issues Currency risks Aid in investment opportunities


Reebok – Global Business Intelligence

Sales & Marketing Analytics

Purchase Analytics

Supply Chain Analytics

VendorAnalytics

Financial Analytics

SAP BW

SAP R/3 - AFS(Apparel & Footwear solution)

[NAM, Canada, Japan, Europe, Russia]







mySAP portal

CustomersLogistics Vendors

Forwarders CustomsFinancial

Institutions

Enterprise Exchange Service

Key Benefitsa. Consolidated picture of performance – By brand, By Geo, By Periodb. Fact based decision making – exception based Supply Chain managementc. Driving accountability across organization –metrics ownership from top to bottomd. Better vendor control – vendor scorecardinge. Improved sharing of best practices within organization – visibility across organization

Sales Force


Managed-BI Service Model for ITC

Client Business Team

• BI Program Management• Business Analysts• BI Support

Reporting Services• Generate On–Demand reports, Alerts, Dashboards• Maintain ETL Reporting, Database applications

Analytics Services

ITCInfotech Client Management Team

ITC

In

fote

ch

Govern

an

ce M

easu

res

Meth

odolo

gie

s &

Pro

cess

es

Qualit

y

Contr

ol

(Sco

reca

rds)

SLAs, Joint Planning, Escalations, Business requirements, Financials,Change Management

Complexity Firewall

Client’s Client Client Partner

BI Application Portal (ITD, FBD, Hotels, LRBD)

Systems & Datacenter

Knowledge Services• Business Analytics Services (Segmentation, Price Elasticity etc) • Business Optimization Services (Stock optimization, Route Opt)

Data Management Services• Master Data Management• Data Quality Management

Infrastructure Services• Software Server Management• Hardware & network Management

• SME (SCM, CRMetc)• Analytics Experts

• Architects• BI Engineers• ETL Engineers• DBA

• Data Administrators• Data Analysts

• Hardware Engineers• Network Engineers

Managed Service Vendor FacilitiesSecu

rity

Contr

ol


Financial Analytics

Profitability Analysis

Financial Planning Accuracy

Working Capital Analysis

Brand Analytics

Category & Portfolio Analysis

Marketing Spend Effectiveness

Brand & Market Analysis

TM&D Performance Scorecard

Operational Analytics

Production & Planning Efficiency

Unit Level Scorecard &

Automation

New Product Lifecycle Analysis

Vendor Scorecard

SCOR Measures

Business-Analytics Scope of Integrated BI

Customer Analytics

WD Profitability Analysis

Retail Outlet Analysis

Customer Service Effectiveness

Trade Marketing Analytics

Sales Analysis

Salesforce Analysis

Channel Analysis

Category Analysis

Trade Promotion Analysis

Workforce Analytics

Employee Attrition

Workforce Productivity

IR Effectiveness

Resource analysis


Distribution Performance

Supply Chain Planning efficiency

Supply Chain effectiveness

Supply Network efficiency

Warehouse Performance

S&OP Analysis

Forecasting Accuracy

Planning Adherence & efficiency

Variance Analysis

HR Performance

Recruitment Efficiency

HR Spend analysis

Working Environment Regulation

Effectiveness

Payroll Efficiency

Business-Analytics Scope of Integrated BI

Project Performance Mgmt

Project Planning efficiency

Project Spend & vendor Analysis

Project Execution effectiveness

Project Risk Analysis

Corporate Sustainability Performance

Carbon footprint, variance &

credit analysis

Sustainability Spend Analysis


Integrated EPM/BI Capability

CorpPerformance

TM&DPerf

Sales Distribution

Category Perf

BranchPerf

Promo Perf

Finance

ChannelPerf

Planning Perf

WarehousePerf

LogisticsPerf

NetworkEff

WDPerf

WSDPerf

AMPerf

Outlet SvcEff

RouteEff

CarrierEff

SchedulingEff

CBSC, Food,PCB Perf

Brand PerfMgmt

FinanceOperations

PerfHR Perf

PortfolioPerf

Mkt ResearchPerf

NPDPerf

ProcurementPerf

PlantPerf

R&DPerf

WorkforceEff

HR Perf

Emp Perf

EmpEff

AEPerf

DistPerf

©company confidential 1 bi in fmcg industry - raj basu

Documents

company confidential

financial objectives

operational objectives

epm objectives fmcg

business scorecards

business functions level

customer needs

fmcg industry raj basu