Hello everybody and welcome. We are very excited that you are joining us today for our third webinar in the series, Unlocking the Future of Manufacturing. We are broadcasting today live from Copenhagen and today's topic is Mastering Sales and Operations Execution with Integrated SAP OBP and MPS Solutions. An hour of planning can save you 10 hours of doing, says Dale Carnegie. So our goal today is to save you a lot of time in the future by providing you with valuable insights on synchronized planning within the next one hour and a half. Before we dive into this, we would like to introduce you to some abbreviations that will be relevant in the following. Most of you are likely well familiar with them, but better safe than sorry. The first one we would like to show you is SAP S4 HANA, which is SAP's latest cloud-based enterprise resource planning system. Next up is SAP IBP, which is SAP's planning tool for sales and operations planning. Then we have SAP OBP, which will be quite crucial for today's webinar, which is the order-based planning module of SAP IBP. Then we also have SAP MPNS, which is formerly known as EPPDS. So if you have been attending any of our former webinars, you might know it as EPPDS. But SAP, they just like to keep us consultants a bit busy. So they like changing the names of their software from here and then. So now it's called manufacturing, planning and scheduling, and it is used for operational planning. Then we have two process descriptions. One is sales and operations planning, which is a planning process that aligns planning across the whole organization in the midterm horizon and building the bridge between strategic and operational planning. And then lastly, we have sales and operations planning execution, which is the process of executing the plans developed in the sales and operations planning in the tactical horizon. Okay, now that we have figured out the most important approvations, we are ready to dive into the webinar. Let's take a quick look at the agenda. We will start with a brief welcome and then we will dive into the topics that we have covered in previous webinars. And now you can also see why we have discussed approvations first, because next we will discuss sales and operations execution process optimization and synchronization. SAP production planning integration and then show you how well SAP MPS and SAP order based planning work together in an end to end demo. We will conclude with an extensive Q&A session where you get to ask all of your questions other than why SAP is constantly renelling and running. We will continue to be able to do the questions that we can't answer. And finally, we will have some closing remarks. So I'm not alone here today. And I would like to start with a quick introduction of my implement, our implement team today. And here I'm with my colleagues who are synchronized planning experts, Ben and Tuo. So would you guys like to introduce yourselves? Yes. Hello, warm welcome from my side. My name is Ben. I've worked with implement since four years. I mostly work with the order based planning part in an FMCG industry context. And hello, my name is Tuo. I'm also glad to be here with you today. I've been with implement for just about 10 years. I specialize in end to end planning processes and solutions and also very much on the operational planning part of things. So the short term planning. Happy to be here today. Thank you guys. And I'm Johanna. I am working in our local team in Hamburg, Germany. I'm a supply chain data analyst and I have been with implement for one and a half years, focusing on all aspects of supply chain planning. And I'm happy to be here with you today talking about some of the aspects of it. And just so you know, we also have a couple of busy colleagues working in the chat to answer all your questions during the webinar. All right. Let me share a little bit about implement consulting group. It was founded in 1996 and we are an employee owned company and we are fostering our Nordic values and Scandinavian culture. Our compound annual growth rate is 20%, which is why with local roots here in Copenhagen. Today, we have a global perspective with multinational clients and worldwide projects. Our headquarters are here where I'm standing right now in Copenhagen, Denmark, but we have offices all across Europe and the US, including Norway, Sweden, Switzerland and Germany. We believe that great organization impact leads to great impact for humanity, which is why we strive to bring real change to organizations by helping our clients to make real positive changes, which leads to impact for the business. We also believe that real change is rolled up, not rolled out. That leaders are social architects of energy and passions. And the problems can be complicated, but solutions cannot. And that makes us a successful transformation partner, not only for operations and efficiency, but also so for growth and innovation, digitalization and IT, strategy and transformation and leadership and change. At implement, one of our expert areas is end to end process planning and design with a team of over 250 consultants working across all aspects of supply chain planning. Today, our focus is sales and operations execution and the interface to operational planning and scheduling. But we also cover almost all other areas of planning, like for example, production planning, demand planning and warehousing, but also a lot of sales and operations planning. This is a global webinar. So today we have participants joining us from all over the world, including Greenland, Brazil, South Africa, Canada and the US. So welcome everyone and thanks for bearing with us, even if we are standing at a European time zone. So now let's review what we have covered so far in our series and what will be coming next. This is already the third webinar of our series, Unlocking the Future of Manufacturing. Our first webinar in the beginning of the year covered the transition from SAP APO to S4. Our second webinar in spring covered synergies of AATP and MPS when it was still called PPDS. Today we are discussing synchronized planning with MPS and SAP OBP. And we have already something planned for you in spring next year. In our next webinar, we will explore the future of execution with SAP digital manufacturing. You will get the chance to save the date in a second. And we would also love to have your input on future topics in a second. So please participate in the upcoming poll to provide your feedback. So please, if you're interested, put out your phones and sign up for our next webinar by scanning the QR code. It will take place on March 26, 2025 from 9.30 to 11.30 European time again, sorry, to abroad. And we would be super excited for you to join us again for a deep dive into the topic. Transforming production with digital manufacturing. I'll give you a couple more minutes to or seconds to save the QR code. Okay. I hope you all got it by now. So today we'll have a look at synchronized planning, which takes place in the middle of the overall planning process, building the bridge between sales and operations execution. So the execution of sales and operations planning and operational planning and production scheduling. Looking at the planning process, we hope that you get inspired for more topics that could be of your interest for future webinars. So if you have a topic in mind that you would like to know more about in a webinar, please take a second to participate in our poll here. Your feedback is really important to us. However, of course, if you have a topic in mind that is burning, that you would like to have some insights on before our next webinar, always feel free to reach out to us here. Like the three of us or our colleagues in the chat via phone, email, LinkedIn, and we are always happy to help you out right away. So thanks a lot in advance for your help. Our commitment to consulting excellence is supported by our collaboration with SAP for end to end planning and execution. We publish articles and blog posts on SAP, IBP and MPS and many other topics. And we host webinars like this to keep you updated on the latest trends and functionalities. So whenever you need insights, you can also find many materials on SAP planning excellence, including webinar recordings on our website. Also for this webinar, all relevant documentation, including recordings and slide presentations, will be made available to you after the webinar. So no need to stress about taking notes, screenshots or anything during the presentation. And with that, I will hand it over to my colleague Tuer to tell you more about SNOE process optimization and synchronization. Thanks for that, Johanna. And thanks for introducing our webinar today. Let me just see that was the wrong direction here. Good. Good. So I will take care of our first, you can say main topic. We have two main topics today. I will take point of departure in the first one being the process side of SNOE. After that, I'll be joined with Ben, who you saw before, who will take over and cover the more system side or tool side of how to bridge long term planning with short term planning with SAP synchronized planning. Yes. So let's get started on that. First of all, I want to kick this off with a quote from a very old guy here, a guy called Sun Tzu. Sun Tzu was a Chinese general who lived several thousand years ago. He's most famous for writing the book The Art of War, where he shares his philosophies and theories on how to strategize, organize in periods and times of battle and all. So not a super peaceful setting as we are in today. Nevertheless, some of his thoughts and theories are still applicable to the way we organize and facilitate and orchestrate businesses today, including supply chain planning. One of his more notable quotes from my opinion is this one here, where he says that strategy without tactics is the slowest route to victory and tactics without strategy is the noise before defeat. So what he is saying here is that in order to be successful, successful and effective, we both need to have the long term perspective on our long term planning. And we also need to be able to execute that in an effective way when we hit the short term, so to say. So in a supply chain planning context, that means we need to have a strong SNOP process that is rooted into our strategy that can then also translate the direction down through the SNOE down to our operational planning and execution. So we need a strong process here to facilitate that translation. And that's why also SNOE is a key process here to do that. With that in mind, I want to move on here and talk a little bit about what is SNOE, but also what is SNOP and how do they actually differ and also how are they connected and related. On the left side of the slide here, you see some characteristics for the SNOP process. The SNOP process is typically a process that plans your supply chain in monthly buckets, typically with a horizon, let's say from three to 24 months out into the future. And it's typically running on a quite aggregated level when we do planning there. So it could be on a resource group level, factory or site level, and even on a market or region level in some cases right also. So we are here working on a quite aggregated level. And we are also here to some extent also working in an unconstrained world because in SNOP we want to take a look into the future and see what are all of the different opportunities and threats that could hit us. And how do we scale our supply chain in order to be able to solve these challenges? That could be, for instance, be if we see trends for high market growth in certain areas or we need to enter a new market. How do we scale our supply chain in order to be able to deliver that? For instance, through expanding production capacity at a specific site or establishing a new partnership with a supplier and so forth. On the right side of things here, you then have SNOE. SNOE, you can say, checks its point of departure where SNOP stops. So it will cover, in the example from before, the first three months of the planning horizon. However, it will do so typically in a monthly, you can say, in a weekly planning detail or even daily in some cases. We are also in a more detailed level in terms of looking at our typically products, detailed queues, product families, and also on specific resources and production lines in our factories. So here we are closer to the operational execution that's also driving the business performance and also to the real issues that's going to hit us in just a while when we sort of hit our plans hit the real world. When we are in SNOE, we no longer have the flexibility or imagination, so to say, as we do in SNMP to just scale up our factory in tomorrow. When we have issues, we need to solve them with our current supply chain flexibility within the current cornerstone or corner flag, so to say, of our supply chain. Thus, for instance, we can play around with our current assets and how to utilize that to solve these challenges. So here we are planning in a constrained world. And what are then some of the typical challenges that we face in SNOE and that we need to solve? You could categorize them maybe according to some of these headlines here. So firstly, we see, of course, challenges on the short term tactical planning here in terms of the demand changes that comes in. That could, for instance, be strategic customer orders that comes in and are certainly very important rush orders, new tenders or campaigns from specific customers. If you, for instance, have customers in the retail industry, then that would be a big thing, right? So demand changes that are disturbing our flow and stability in the short term that we need to somehow react to. On the other side, we, of course, also have challenges on the supply side of things. This could be related to breakdowns in the productions, but also maybe we have put a new production line in place that's not scaling up as fast as we would like it to, but also on the supplier side of things. So maybe our raw material availability is not there or we have issues with getting the right components and so forth or quality issues or warehouse capacity issues. Everything that you can imagine basically from an operational point of view, when we suddenly stand in the reality or our work. Yeah, or our plans from the long term hits our reality. And therefore, as we have in SNOP, monthly alignment is basically not enough anymore. We need to have a really strong facilitated process that aligns between sales, supply chain, customer service and so on. And typically that's with a weekly cadence. What are then some of the levers that we need to play around with to solve some of these challenges in SNOE? As mentioned before, we have to make do with our current assets and our current supply chain corner flags. So we can of course do things like move volumes around between plants or lines in the productions. Or we can add maybe a bit of overtime on extra production shift, but we have to make do with the current assets. We can also play around with our production mix, our product mix and how we plan that to have, for instance, a high output. A simple example could be to increase the batch sizes and the, you can say, order volumes. So we have fewer changeovers in the production and thereby solve maybe some capacity issues. On the demand side of things, we also have some levers that we can play around with. This is related to how we prioritize our different demands, our different challenges, our different customers. How do we make order promises towards them? What kind of lead times do we offer? And so forth. So SNOE is a highly cross-functional process like SNOP, which is also cross-functional. Maybe not as cross-functional as SNOP, but also highly cross-functional. So we have a lot of different strategies that we have to do with the point of view that we have sales involved, typically customer service sometimes, production planning, production, logistics, and even sometimes also stakeholders across the network and the supply chain. So it's a highly cross-functional process that seeks to balance some of these different contradicting, sometimes goals, from different perspectives. And to do so, it needs to at the same time also take our long-term planning from SNOP and bridge that into our short-term and make sure we execute on some of those decisions. While at the same time, we are hit by the reality and the issues that we face on the short-term. So you can say that SNOE process is a really interesting process because it basically sits in the intersection between everything and is a key process, thus, to deliver operational efficiency and good execution at the short-term. And it does so with two main purposes, so to say, we need to be able to deliver effectively towards our customers, both internally in our supply chain, but of course, with priority towards our external customers also. And that we need to do in a cost-efficient way and also in a sustainable way. So those, you can say, are our two main purposes. And just to tell you a little bit of a story of why SNOE is an important process and key to sort of the operational success. We have brought a real life case here, simplified a lot in these slides here, but it's nonetheless a real story from a real company. This company, a manufacturer of industrial goods, was in a, you could say, a really nice situation because they could sell everything that they produced and they could also sell more. So you might think this is fantastic. And it was, of course, but it also started to create issues. Because as sales could sell more, they would all the time get new opportunities in that they wanted to have prioritized. So more and more rush orders was introduced and prioritized also towards production and planning. And production planning and production had to fit that in. And these extra rush orders in a situation where we're already at our capacity limit meant that we had extra changeovers, more disturbance in the flow of the optimal plans, meaning that we would get less output in the end. And less output then also meant that sales could be able to sell less to all of their customers, even though they had all of these opportunities. So you had a dog that's biting its own tail here, a vicious cycle, where sales were creating more and more rush orders, more and more firefighting and more and more disturbance in the production flow. And basically they have gone away from good production planning and aligned planning over to what you could call acoustic planning, where the one who would yell the highest or be the most vocal would be the one who could get his priorities in place and fixed. So really not an ideal situation here. And the solution to fix that, and you probably guessed it already, they needed a process in order to facilitate better alignment in planning and prioritization between both the sales and customer service and production and planning and so forth. And that process you could call SNOE. It was actually not called that when we implemented it, but it is SNOE. I'll come a little bit back to how that process can look like. But overall, the main objective here was to facilitate a better collaboration between sales and production and customer service. And furthermore, also to set the, you can say game rules for how to replan and prioritize. And in order to do so, a framework or a segmentation model was put in place to both segment customers, demands, products, in order to establish, okay, how do we actually prioritize what is actually important and what is not important, and how do we plan according to different products and different customers, and what kind of lead times do we offer to our customers and so forth. In a collaborative way from both the perspective of the production and planning challenges and the sales and commercial challenges. And this was done in a very pragmatic and practical way. And just to give you an example, we made a, together with the company, such of a back on the napkin calculation, where we said, okay, a changeover in production is going to cost us X amount of volume, X amount of cost, and X amount of top line. Again, remember, we could sell everything that we produced. So that meant that sales and production could have a very constructive dialogue around, okay, we have a new rush order here. What's that going to cost us if we're going to put that into our plans for this week? Is it important enough, or could we maybe wait and say to the customer, we need to push it out three weeks or four weeks, where we actually have an available production slot that's not going to disturb our current sequence and so forth. This process actually ended up solving a lot of these challenges quite fast. So already after a few weeks, we saw quite good impact. And depending on the production lines, we saw increased output of up to 5 to 20%, depending on where we looked in the supply chain. And that increased production stability and extra output also led to, of course, a higher top line, because as mentioned before, they could sell everything. It even ended up that we actually had some capacity gap. So that actually ended up that we were not in red all the time. We would have a bit of flexibility to also handle some with this better stability and better outlook and better collaboration in how we plan and prioritize. And of course, we were able to sell more in this case. So this also led to increased delivery performance and higher cost and satisfaction. But from my point of view, equally important, the company went from having a firefighting culture, where everyone was blaming each other and nothing was aligned in coordinate, or to have a collaborative approach to dealing with these, you can say, short term issues and constraints. And that leads to an overall increased job satisfaction and a higher or better working culture overall. So really a win-win situation here. And now I promised you to just share a little bit of light on how an S&OE process can then actually look like. And to be honest, even though this is quite a high level picture, an S&OE process is like any other planning process. If you look at the process steps, it's not rocket science at all. It's actually fairly simple. It always starts with some sort of demand plan, some sort of supply planning then follows before a balancing and alignment. And in the end, some sort of action and decision step. So that's the same with S&OE. It's also the same for the short term production planning and details getting. Although of course, these different processes, they differ in what we are planning, the decisions, the tools we are using, the stakeholders that are involved and so on. The difficult part, especially for S&OE, is all of these perspectives and contradicting goals that we need to balance. And these different perspectives from different stakeholders. So the whole cross-functional aspect. And therefore, we need a strong process, but we also, as mentioned before, need a strong concept to set sort of the rules and framework for how do we collaborate? How do we align? How do we prioritize between different demands? How do we also prioritize between different products and so on in terms of constraints? And with that being said, I want to finalize this part of the presentation here with just a little bit of a summary of what needs to be in place in order to have successful S&OE. We believe there are three core elements, you can say, that needs to be in place that are more or less equally important. Firstly, of course, we need to have a strong, clear process. The steps are not that difficult, but we still need to be aligned on the overall purpose. We need to identify the right stakeholders, the right decision mandates, and of course, we need to have a good structure around it. So we need to have the right meeting invites, the right agendas, a good way of tracking actions and decisions and follow up and so forth. So the whole process organization and governance around a good process goes for any process, basically. And then, as mentioned before, as we are balancing here with contradicting goals from these different stakeholders, we need a shared framework for how to plan and prioritize. And that is where you can say the segmentation is a really good tool that helps us divide, OK, what is really important and how do we prioritize and how do we set up the different business rules that we need to adhere to and discuss from in our alignment. The good framework for that. And then finally, of course, especially if you are a larger organization with a more complex supply chain, the tool support also helps. And hopefully we have a tool that's able to take our long term planning and bring that into the short term in an agile way, hopefully in real time. And luckily, this is also something we will share some thoughts on today, at least from an SAP point of view. So now I think I'll hand it over to my colleague, Ben, who will take over and dive a little bit into that. Perfect. Thank you very much, Tue. So to keep you up to date on the agenda, the next 15 to 20 minutes, we will talk a little bit about the product support that SAP offers to cover those SOE and SOP processes and how it is actually connected to our operational doing and then down to the execution. Same as Tue, I want to start with a quote. So Marco Pukila, vice president of Gartner said, imagine playing a golf course with only one single club. The ball will find eventually the way to the bottom of the cup, but you certainly won't win a tournament and nobody would consider that a game winning strategy. So for those of you who are not playing golf, it is a bad idea to have only one club to play all the phases that you have during one hole when you play that. How can we apply that to the planning concept? I brought in here the planning pyramid again. So where we have our different planning horizons, the strategic horizon where we usually plan in years and months, then the SNOP horizon where we are down to weeks and months, the SNOP horizon where we then break down the weeks into days, and then the operational planning horizon where we talk about the SAP daily levels or hours. And for all these different phases, we need a different product support. So that helps us to get a specified support for each of the phases. And how does that look like? So for the strategic phase, we see the SAP SAP Analytics Cloud as the main tool covering that horizon. Then we have the IBP, the Integrated Business Planning Product Suite, that covers starting from the SNOP horizon down to the SNOE horizon that is then covered mainly with the order-based planning part of IBP. The operational part is covered by NPS, the former PBDS, and the pure execution is then covered in the digital manufacturing part. So you might ask yourself now, why do we need so many systems? Because every system covers a specific requirement for a specific planning horizon. Now you might be afraid that so many systems don't get my planners confused. You could say so, but as it is one platform, one SAP platform, we give a seemingly opportunity to the planners to start a plan on the one side and then end it on the execution when we really need to do it. So basically we have one platform across the levels and a seamlessly user experience. And to keep the example from before with the golf, so we have different clubs, aka different systems, but you have one plan, which is our ball that we play. And now I want to show you an example of a system landscape, how that could look like. The comment here is, this is just an example. So this is highly dependent on what your individual situation is on. So what kind of business you are in and we will cover those dimensions a little bit later. I will guide you through that slide and we start on the left side where we have the two bigger buckets. In the top left, we have the IBP system. On top, we have the time series, the TS system, which is covering the sales and operational planning horizon. Below that, the IBP OBP, the order-based planning area, which covers the SNOE, or operational network planning horizon. Below that bucket, we have another box, which is our S4 system. And embedded into our S4 core, we have the MPNS PVDS system. And those two are basically connected with what we call real-time integration. So all the plans that we do in the upper part, we can see directly in the lower part and vice versa. So those are basically the two main product suites that we use in this system architecture here. How does that link then to the processes? For that, we start with the top right corner. There, we have the sales and operational planning process. So here we create our unconstrained forecast that we then break through the network and see that we are able to identify potential bottlenecks. So in that horizon, as also Tuor outlined, we could then take decisions of, for example, additional CAPEX investments. Do we need to increase our capacity several months upfront? And in this horizon, we're also then doing our risk and opportunities assessment. That we all do on a very aggregated, high level, far out to the future. That unconstrained forecast, we then give to the next planning horizon level. So when we are in a shorter horizon, as Tuor mentioned, we need to work with what we are given. So we need to apply all the constraints that we have and see how is our plan affected with the constraints that we actually do. In order to do that, we run in the order-based planning area and finite heuristic. This finite heuristic breaks the demand as well as time series planning areas through the network, but considers all the constraints we have. So for example, capacity constraints, like how much production can we actually do per one day. Production patterns, like we can only produce on a Thursday or on a Friday. Distribution calendar, so when we only can transport specific materials on specific days between certain locations. All those constraints are then taken into account to create a feasible plan. I think the main important thing here is that at this step, we get a plan that is actually doable from a network perspective. And we have the network in mind here. The output of this operational network planning box here is on the right side. We see that arrow down to the S4 execution bucket. In OVP, we create stock transfer requisitions. So what do we plan to transport between our locations? And we also create purchase requisitions. So what do we want to buy from which supplier at what point in time? And then for the production, we create in OVP a master production plan. So basically for the network, what do we want to produce on which day? So down to a daily level. That is then called planned orders. Those planned orders we put down into S4 with real time. So the orders that we generate there are sent directly down to the S4 system and can then be picked up with the NPS system. Inside the NPS system, we are then in a sub-day level. So we then schedule the orders to see how is the best optimal way in order to work on the orders in which flow. In that process, we are then able to firstly firm our planned orders. So that we say, okay, now this is the status that we want to plan further on with. And then in the next step, we want to execute those orders. So for that, we need to first convert them to either production or process orders. So you see, we started on the top right corner with an unconstrained forecast on a monthly level. And are then now on the bottom left corner on a converted process order down to an exact timestamp when we actually want to produce it on the line. And as I said, this is just an example. So this is how we see it at the moment when we want to have all three systems. So IVP with the time series part, the order-based planning part in the middle, and then the NPS part connected directly to S4. The process that Johanna showed also in the beginning that we have introduced in the first two webinars, where we start on the top left with the demand planning and end in the bottom right with the automatic goods received in S4 at order completion, that is the overall end-to-end process. Today, we cover the middle ground. So basically, those two systems that cover the very light green and the a little bit darker light green. And that is emphasized here with the background color. And especially the handover. So what happens exactly at the point where we hand over the planned orders from the order-based planning system towards the PBDS system. And that we have here. And I want to guide you through that a little bit. So the output from OBP that we just saw before is that we generate planned orders. So here we go in the flow from the left to the right. And on the left side, we have these light green boxes that are kind of stacked, so kind of grouped onto a daily level, where we say these are the orders that we want to produce at those given dates. But they are not like in order yet, so like which we want to produce first. So that's why we see them here stacked. This is the horizon or within the horizon which OBP covers. So here OBP is responsible for creating those planned orders and then send them down to S4, where it then can be picked up with PBDS. Once we come in that handover horizon that needs to be defined individually, so based on your industry, on your production processes and also other dimensions, we then say when an order falls in this horizon, then it's goodbye for OBP and MPS takes over. So we then see that we still have these stacked orders in the now a little bit darker green. And then inside MPS, we start scheduling the orders. So you see then we now bring them in order to say we start with this order, then we take this one and then this one. So we assign it on a specific order on the resource. Once we have done that, then we kind of firm these planned orders. Then we say these are now kind of fixed. And by the way, those results we then directly see in order-based planning again. So the decisions we take in the MPS horizon are directly reflected in our order-based planning system. And then the next phase is that we actually convert those firm orders into either production or process orders, which is then the dark brown color here. And then in the last step, we have actually released orders, which then is the yellow boxes. So also here we cover the flow from the left, where we are on a more like aggregated network perspective. And on the right, where we are on a very detailed down to the minute released order that is running on the machine or resource. The landscape that I showed you, I already said that it is very dependent on what your individual situation is like, look-alike. So it depends a lot on what is your planning maturity. In which state are you as a business? How mature are your planners? How mature is your planning organization? That defines a lot like what actually tools can we use, which kind of planning concepts are we able to apply. And then also there derives the system selection. Then how complex is your supply chain? The more complex your supply chain, the more dedicated, specific planning we need to do in order to cover those complexities. Then of course the organizational maturity. So like, are you more like a grown startup or like already a very well-matured big corporation? So that also depends on how big is actually the planning department and how many planners do we have that we need to integrate into a system. Then of course some industry requirements or legal obligations. So for example in the pharma industry where we have different requirements from that side. That also requires how good can we cover those in a specific planning tool. And of course like the different planning areas, what do we maybe actually have already as legacy systems that we want to continue or discontinue. That also plays a big role in actually deciding what is the best and ideal system set up. So there is no one fits all solution. And that means that we need to have an individual talk with you. And we are more than happy to have these talks with you to assess what is the best situation in your case. Because there is no handbook solution for it so to say. And now I have been talking a lot to as well. And I think it's time that we jump a little bit into the system. And for that I want to share some words before we actually jump into the demo. It's a pre-recorded demo. And you will hear two voices that by now should sound familiar to you. You will hear my voice. I will be a supply chain planner covering the network aspect. And then we have Tua which is a production planner sitting inside the plant and actually optimizing the production. So you can spare it with Tua and myself. And we also want to give you some story around what we will cover actually in the demo. So we start from a network perspective that we see there is a new sales order. And then we will assess how is that new sales order affecting our still remaining open forecast. How is that, what effects does it have on the capacities from a network perspective. We will then run a finite heuristic run. So basically that we include those new informations into an updated plan. And then when we say, okay, this is now a plan that is feasible for the network. We will then hand over that to Tua. So we integrate those orders down to S4. Where then Tua in the next step will pick them up. And then do a capacity review on a resource or line level. Where we then see those already pre-planned external planned orders. How do they fit on the resource? So then we might see that we have some overlaps of some orders. So we need to push them a little bit to the left or to the right. And then reassess the capacity situation on an individual line to see is it actually feasible and what do we do when. Once Tua has done that, then we will also run an optimizer to get the optimized order of the scheduled orders. And then once we have done that, we bring that result back to OBP to then reassess. Okay, now that we've done the optimization on the very detailed level, how is that affecting our overall network plan? The demo network that we will cover is relatively simple. So we have only one production blend that is supplied by one external supplier. Our production blend is delivering towards two DCs. And from those DCs, we deliver towards our customers. We only have five finished goods, end-to-end FG1 to end-to-end FG5. All finished goods are produced out of three raw materials. A simple make-to-stock scenario. And all finished goods can use the same raw materials. So very simple setup, but the use case for this demo today is to show especially the connection between the two systems. And we are more than happy to also afterwards show a little bit more dedicated demo, if that is required to also cover a little bit more the network aspect from the OBP side, or then even more scheduled version from the MPS perspective. But today the main focus is showing the connectivity between those two systems. What kind of apps or views will we see throughout that demo? We will first start in the Planner workspace, which is the main app, most relevant for the order-based planning system. Where we then also will assess the capacity. So we made it simple so that we can assess it by a chart to see, do we have an over-utilization or is it all good? We will cover some functionalities, for example, the real-time forecast consumption, which is a really nice feature of OBP. So that we see directly when there is a sales order coming in, what effect does it have on the remaining or open forecasts. Then I will run a finite heuristic, also directly from the Planner workspace, to show you how easy that can be done. And then I will end with a network view and assess the situation, how it looks like, also on a very individual detailed level. Then, when we then jump into another system, this is the MPS system, a tool will start with the product view, show you a little bit around the SAP GUI, and also cover it later than the SAP Fiori apps. What we will also show is that we monitor the capacity on an individual line level, and then jump over into the advanced scheduling board that you might have seen already in some of the previous webinars, which you are then using or is like the bread and butter main app in MPS. We will end then that we synchronize the plan back to OBP, and then the last thing you will hear is my voice in the demo. So, with that, I would say we can start the demo. Hello and a warm welcome from my side. My name is Ben, and I will show you today through the OBP part of this demo. First of all, the Planner workspace is the central element within the order-based planning system to navigate through the plans, change the plans, review the plans, and also update them. We have the possibility to combine charts with the displaying of data. When we open a Planner workspace, we usually can select a certain workbook. We can define which default workbook we want to open first when we open the Planner workspace. And in this case, I have directly opened a workbook called Workbook End-to-Ed. In each workbook, we have the so-called components, which we can insert into the workbook and display either charts, display the planning data, display transport load building functionalities, and also the capability of displaying master data. For now, we will start focusing on the top of this view, where we can see that we have the possibility to filter the views that are shown below. In this case, we have selected a product, End-to-End FG1, and we have filtered for a certain resource. If we want to use other attributes as a filter criteria, we can do so when we click on Adapt Filters and then change any attribute that we want to filter on. Below the filter section, we can see that we have in the first area here a chart displaying the data that is displayed in numbers below. We have access to all available charts that are also possible in the Analytics Stories and more will come with future updates. Below that, we see the data. In this case here, we look at the forecast, the incoming sales orders, and then the remaining open forecast calculated in real-time. We are not only having the forecast consumption here, we can see that within this workbook, we have the possibility to also have different sheets in here. So we also have a chart on the capacities and also a chart on the planned production. In the bottom, the first we should display the data for forecast, the sales order and the open forecast. The data for the resource, the available capacity, the capacity consumption, and the calculated utilization. And also the planned production on an order level that we can display here as well. In the first step, I want to emphasize on the possibilities of the real-time forecast consumption. And therefore, we look at the top part where we see the light blue is our loaded forecast unconstrained. In this case, it is on a product location customer level. In orange, we see existing sales orders. And in dark blue, we see the open remaining forecast that will be used by the finite heuristic that we run in this demo. If we start looking on the underlying data, we see that we have shown here three different locations. Our planned in Orléans. And two DCs, one in Prague and one in Orléans as well. We are timing wise on a daily bucket level. And we see the forecast aggregated from the customers up to location product. We can see that for the Prague DC, we have a sales order on the 20th of November. And another sales quantity on the 24th of November. And we see that the forecast open real-time is the same number as the forecast unconstrained. And on days where we have a sales order quantity, it reduces the forecast unconstrained and gives us the remaining forecast open real-time. We will now change one of those sales orders, increase the number so that we can see the effects on the open forecast. We would then do a right click, in this case on the sales order quantity. And then we click here MD04 navigation example. With that, I can directly go to the S4 Fiori. And here, in a quick and dirty way, change or update the sales order and increase the quantity so that we can see the effect back in the Planner workspace. We have now updated the sales order. Sales order. And if I now refresh the view here. We can see that now the sales order is much higher. And in our Prague DC, we have no remaining open forecast. But we still have the open forecast from the OLEON DC. So in this case, we do a forecast consumption on product location level. And it can be set up in multiple ways. Now, with this updated sales order information, we will perform a planning run and see how the algorithm will solve this increased demand. In order to start a planning run directly from the Planner workspace app, I can do so by clicking here next to jobs and then run a specified application job template. In this case, we run a template called set OVP planning run webinar. In order for this case here. Now that our planning run is finished, we can see the effects on the calculated capacities of the resource. For that, I change the view here to capacity end to end to see the capacity data. And in the top, I change to the resource overview of the available capacity, the capacity consumption and the calculated utilization of the resource. From our first look here, we see that we have no capacity issues at the moment. And we can also review our production values by checking how much do we actually produce. And what is the projected stock look like? We will now also jump into another app called projected stock. I have it as a separate tab in my browser. And if I click it here, I can see the following. In the upper part, we have again a filter criteria section. So in this case, I have selected my order based planning planning area. I filtered for our end to end FG one product. And if I then press go, I see all the locations where this product can be stored. If I then select the first entry in this list. I have a view similar as the MD 04 on ECC or as foresight. So in this case, from the plan perspective, I start with looking from the available stock. Then I can see all the incoming and outgoing quantities. Outgoing quantities like a stock transfer acquisition requirement. So in this case, the planning realm has created a stock transfer acquisition from our Orléans plant towards the Prague DC. And another stock transfer acquisition towards the Orléans DC. And then for today, we plan a production of 332 and 500. That will be finished tomorrow. And this planned orders or these planned orders are now being pushed down to ECC or S4 in our case. And then can be handed over to PPDS. And that is what we will do in the next step. Good. And now we are ready to start on our PPDS or MPNS part of the demo. We are here in the SAP GUI as a start, but we could also work directly from the Flory browser. I have chosen to set up here in my favorites a folder called Day in the Life of a Production Planner. And you can see here I have some different folders and transactions that are relevant to my task as a production planner. So firstly, I have my master data folder here. I have my set of metrics for handling that. And then I have a transaction or a function here called Product View. Where I can go in and have an advanced view of my production, my receipts and requirements and so forth. I start by clicking that one. And it remembers the product that we are working with here. The same product that you saw us working with in Planner Workspace. I click enter here. And then I immediately see here the planned orders that was also showed in the Peori app from IPP. You can see here that our different orders here are a little bit differently. I have one order here, which is already a converted production order. And you can see this by the category here and C. This is also the same order we saw in Fiori before. Besides this, you can see that I have different planned orders here and they are marked with an X. The X means that they are currently externally planned by IVP and need not get handed over to PVDS or MPNS. So the first step we want to do is actually to carry out the handover. Now, normally this is something that would happen in a background job as part of a, for instance, weekly or daily process. But in this case, we're going to show you how we can also carry out that step manually. I'm going to click the pencil up here in the top right corner here and go to edit. And then up here, I can go up and click variable heuristic. And from the list here, I can choose different types of heuristics. And here I have one called handover external planned orders. Now I'm going to handover all external planned orders that are actually due. And I'm going to hit execute here. Good. We see now that it's already finished. And we move back here again to the view. Now you can see all of the X's here has been removed. And suddenly the view has also turned white meanings. I can now access and edit these orders as I like. Now the quick viewer has already seen here that our availability time is at this point still for some of the orders actually the same, even though they are on the same day indicating that we might have some orders that are overlapping. So let's go now and save the results here and we will jump to Fiori here. So I'm going to go a step back here. And then in my app here, set here that I want to open my SAP Fiori launchpad from this form. Now, now we're jumping into our S4 system here in the browser. It looks similar to what you might be familiar with from IPP. It's a Fiori based interface. Up here in the top, I have selected different apps that I use mostly as a production planner in my favorites. So for instance, I have the scheduling board. I have an app for monitoring capacity utilization. I have another app for monitoring the material coverage and so forth. Now, as a start, I would like to go in and just have a look at the capacity utilization situation here. And within here, you see the different resources that we have selected in our predefined filter here for the end to end demo. See here that I have one resource where we are mainly concerned about where you already already now get an indication that we have some utilization over here that is red. So look, so it looks like we have an issue. Furthermore, we can see here that we have an average utilization of 29%, which is not a big issue. But we also see we have a maximum utilization of 149%. Let's go in and see if we can see a little bit more details here. Yeah. Now, this is the more detailed view of the capacity here. Now we have set up a fairly simple example in our case. And because we have only converted our plan orders here in the short term, this is also where you see them in this case. But you see that we have several days here where we have a capacity issue. We're going to come back now here a bit and then we're going to jump into our scheduling board, which is the Swiss knife of a production scheduler. Within here, you can see on the top, I have my Gantt chart for the managing our planned orders and our production orders. We actually already up here see a hint that we have some orders that are overlapping by the purple underline here on each of the orders. You can also see that if we go up here and select our legend, then we can see that we have orders here where we have overlap with this overlap indicator here being the purple underline. And indicating that we have capacity issues here. If we unfold our orders here on our different resources, we can also see here that some of our orders are overlapping. Now we could currently showing two charts, but I can quickly adjust the view to see a different view of the situation. So I'm going to remove this product chart and say I would actually like to see a resource utilization chart here. So we update our view and again, we can see here where we have capacity issues. Green is where we are okay. And red is where we are not okay. Now in order to fix this, I would actually also like to see first, do I have any alerts that also indicates that we have an issue here. And I can quickly drag and drop here on my screen to make a little bit more room for my alert monitor. Out here I can see if I have some different alerts that are too late or orders in the past, but I'm right now mostly interested that I also have a lot of resource overload situations here. And I can quickly jump to the different situations and so on here. Now let's see if we can go ahead and fix the issue here. Within the screen here, I can select my resources up here. And then I would like to actually go and automatically fix the issue. So I go up here and press the automated planning. I press optimize. And then we say continue here. Optimize. And we execute that. And the optimizer we have set up here is a fairly simple optimizer. That seeks to solve as many late deliveries as possible and minimize our set up time. Now it has actually already optimized our schedule. So we go back again here. Press the back button here. And we can see now that our plan is leveled and down here. Our capacity situation is also green. If we click the alert monitor up here, we can see we still have some requirements that are late, but we fixed some of them. And we can also see our resource overload alerts has been fixed. So we have been able to fix some of the issues, not all of them. However, the situation looks much better than it did before. As a final step here, we can go down and press the top down here. And we'll press it up. Meaning that we're saving the changes. The changes to the plan is automatically sent back to order based planning. Now that we have the updated planned orders and a production order from PPTS and OVP again. We can now review our plan again in the planner workspace. If we continue with our capacity view, we can see that all resources are, that our resources we are looking at are, is below 100% utilization. And we see that this capacity, that this resource also closed on the weekends. If we then now look on the production overview and add a filter here on our plant, we can see in the top, our projected stock with the line and the produced production. Or the production quantities on the finished date. In the bottom, we see three key figures. The production plan, which are the planned orders. Production confirmed, which are the process orders, production orders. And the key figure production received, which is the resulting sum of both previously mentioned key figures. Those key figures, we look on the location, product and a production version level. And you can see for the first two key figures, we have a sheet icon next to the key figure. That means that for this key figure, we have order information available in the planner workspace. So if I do a right click on the number and click show order information, we can see the planned orders on this day, on the goods received date, the 19th of November. You can see we also see the planned finish date, the quantities, and we are able also to select the fixed, to fix the planned orders. So in this view here, I can change the quantity, or I can fix or unfix it, or also delete the whole order. If we then now also look at the new plan in the projected stock app. We can see with the result of switching around the planned orders and running the planning one again, we can see that the planning one pushed the two stock transfer acquisitions a little bit down to tomorrow. If we look at the consequences at the DC, we see that there is forecast for tomorrow that we cannot deliver on time. Of course, we only have 60 units in stock. We have a forecast tomorrow of 132.915 and 145.084, but we only have 16 stock. So these two forecast elements for tomorrow, we could not deliver on time because the stock transfer acquisition only arrives on the 20th. So we have kind of two times lead time between the planned and the DC. If we click now on this forecast element, we get additional information. We have run the planning run with a maximum allowed lateness of seven days. So that means we allow forecast or sales orders to be delivered up to seven days late. And we can set that option individually for different product categories for different customers or 30 to zero for all products, for example. In here, we can see that for this forecast for tomorrow, on a requested date of the 19th, because we cannot deliver it on time, we say we get an updated confirmed date of the 20th. So the status of this forecast element is confirmed with delay. The same holds through for sales orders. So here it doesn't matter if it's a sales order or forecast element, we get the information that we can confirm it in time, confirm it within the allowed lateness window, or if we cannot confirm it at all. If we click now on the planned order and click open an orders app, we come to another app in OVP, where we get additional information on the order. We can see the PP stage is detailed planning and scheduling. That is means also this planned order is fixed for the planning run because it's now owned by PBDS. So in OVP, we can have an overview of which orders are actually in control by the planning run, which orders are in control by PBDS. And therefore I can say, what is our plan and what we do want to do with it. Good. I think we are back to the live studio here again. So thank you for sticking with us throughout this demo and the presentation so far. We hope you've enjoyed it so far. We're not done yet. We have a little bit more to share now. But first, quickly, I remind, we see that there's a lot of questions flowing in here in the chat. We'll take some of them up here in the Q&A later. Johanna is helping us doing that. But also if we are not answering as fast as you requested and then maybe we will follow up on some of the questions afterwards directly to you just for your answer. Regarding the demo you've seen now, of course, we're showing some functionalities there, but we only have limited time here and we cannot fit everything into it. And there's a whole lot of functionality to actually be covered. Some we have also covered in some of our previous webinars and some we will cover in some of the future webinars. As mentioned by Johanna earlier, we're going to share the slides here where you can also see a sign up for the future webinar and also the recording from the previous webinars. Nevertheless, if there's something that you are dying to hear more about or have a deep dive about, you can also reach out to us and make a request and we can see if we can schedule a deep dive together with you on a specific topic. We're happy to do that. Good. Now we want to just summarize a little bit on these two different solutions and tools. First, I'll cover here the MPNS part and then Ben will jump in in a second and cover the IBP order based solution as well. Starting with MPNS, formerly known as PBDS or ePBDS, it's basically the next generation of SAP production planning and scheduling tool. It builds on a legacy from APO PBDS, but it's a new version and it's much improved both in terms of a lot of new functionality, high level of maturity in the solution as well as new algorithms, industry specific solutions. Just to mention one for instance, if you are a planner in dairy or beverage or chemicals or pharma for instance, then tank planning might be a challenge for you today in your previous planning tools. Here there's a lot of new functionality as an example, but also new algorithms as mentioned. And then we have this whole new user interface that gives the users a better experience. It's easier to adapt to the individual user. It's easier to set it up and easier to get started as well from a planner point of view or user point of view. On the more, you could say, boring side of things, the IT side of things, I think it's still interesting though. We also see a lot of improvements that it's easier to get started with PBDS or MPNS from a technical point of view. There's a lot of simplification to how you set it up basically and get started. The master data has been simplified and harmonized even more. And there's also new functionalities, for instance, new smarter ways to set up your setup matrixes in a better way, more dynamic and flexible way. And that's also happening in the future. It's not a solution that will stand still. There's a quite interesting roadmap. Just to mention one example that has just recently been delivered is actually the one we have on the robot. In the bottom there, there's just CNQ4 delivered a new scheduling KPI monitor for the advanced scheduling, which builds on the SSC technology from SAP as well. So really cool stuff. And in the future, also a lot of stuff coming both from industry perspectives, but also stuff such as one that I'm looking forward to especially is the new product wheel planning concept. That is an improved way of doing your, you can say, your sequencing in blocks. There was also block planning and so forth and campaign planning in the old APO. Here's coming something new and improved for that. I really look forward to seeing that myself. And now I'll hand it over to you, Ben, to give us a recap here on the IPP part. Perfect. Thank you to it. So I think, I hope it was clear in the demo that the MPS is more for the production planning and the scheduling and the OVP is really more the network planning tool. And for that purpose, we want to emphasize some of the functionalities and go a little bit more into detail here. So I think one cool functionality of OVP is the availability to do transport load building. So we are able to create loads. Like we can group different stock transfer acquisitions together, for example, do a truck planning and then send those loads down to S4. Really nice feature. Then in the demo, we have only shown like a finite heuristic run. What we can also do is we can do a confirmation run. So and then an allocation. So that allows us to calculate the allocations and then also send them down to S4. And then me working mostly with FMCG companies, a really nice functionality is the shelf life planning. So in comparison to the time series where it's all these buckets and then shelf life is a little bit complicated. In order based planning, when we are on an order level, it's really nice to actually apply then the shelf life functionalities. So if you are in a dairy industry, beverages or some other FMCG industries, then the shelf life planning functionality is a really nice feature that also works very well. In OBP, we also have like the standard IBP functionalities. And maybe I was not clear in the beginning enough. So OBP is kind of part of the OBP product suite and it's kind of an additional license that you can buy. So it means we can also use all the like common IBP functionalities like scenarios and versions. And also we are able to do simulations for the full network. And then the real time integration, I think is one crucial part that we can send the plan down to S4. We get the updated plan also directly into the system so that you see what has updated. And you can also use that with ECC if you have the right patch system. Then looking a little bit ahead, what is coming next for order based planning or for the IBP in general? So with the most recent release in summer, there came the characteristic based planning. We have nice functionalities to also, for example, for the farm industry where it is quite important to have different quality levels or dairy industry to include that as well. If we look a little bit further ahead, then we will see that most likely OBP and time series will even get closer together. And most likely at the end will merge to be one planning system that covers the SNOP up until the SNOP horizon with one planning area and is then even more fully integrated into each other. Good. Thanks for covering that, Ben. Ben. Then to conclude here and to maybe, if you recall the analogy or example from Ben here earlier that we might be playing a golf course and we use different clubs to handle different, we use the putter for the short distances and the driver for the long distances. But we are still playing with the same ball and in the same game, so to say. And this is also the case here that we have different tools or solutions covering the different, you can say, parts of the process. But the way we think you should look at this, even though IBP, order based planning is one system and PBDS is another, then you should look at this as an end to end platform. Even though it's different licenses. Both from this integration point of view that we have real time integration, we also have integrated navigation. You saw a little bit of that, but we can navigate from the different systems and back and forth. For instance, from the planning workspace, jump to, you know, S4 apps and so forth. And thus, if you are a production planner or you are a supply chain planner, you might not even know that you are working with two different systems. You might just think you are working in SAP planning. So that's at least something I would like to share as this. And furthermore, this is also, of course, part of a whole ecosystem of SAP solutions. So it was mentioned earlier that, for instance, SAP is also offering the new MESS solution, digital manufacturing, which we will cover in our next webinar and how that's connected. And here the integration is also real time and also integrated. So once again, you have here a solution with standard interfaces and real time integration. So you can orchestrate an end to end process for the full supply chain. There's a lot more stuff here on this. And as mentioned by you, Ben, there's a lot of stuff also that we haven't covered today. And I also mentioned that earlier. Feel free to reach out to us if there's something you really want to deep dive in. Now, I think it's time to move on and bring you on board again, Johanna, because you've been helping us capture some of the questions. Yes. Hi. Thank you both, first of all, for a very interesting presentation and a cool demo. So I think we've all learned a lot today. And yeah, we have selected some questions. Obviously, our colleagues, as previously mentioned, are already busy answering all of your questions. And as Tua said, we'll continue to do so. So you don't have to worry if it's not on the agenda right now. We will make sure you get your answer. And you're also very free to reach out as Tua mentioned at any point in time. But the couple of questions that we have selected, we would like to obviously answer. We would like our experts to answer right now. So the first one is, does the PP, so production planning part, still exist in MP and S? And will we need OBP? Good question. And I think to remember the slide that you also shared, Ben, it depends if you need it or not. It still exists, the PP part in PPDS. So you can still do the production planning, the MRP, the heuristics and lot sizing and all of that that you used to be able to do before as well. That functionality still sits in the system. But if you are going to use it or if you're going to use OBP, that depends on how you're going to tailor your solutions. Some companies that have a complex network, there you can say it might be important to have OBP in, in order to handle the network planning. If you have a simple network, but a complex production setup, then it might be enough to just use PPDS or MP and S. And vice versa, if your production planning is simple and you, you know, a few BOM levels, simple resources and so on, then you might be enough just to have IBP, OBP and no PPDS. So, yeah. All right. Thank you very much. The next question is RTI. Will that also work on ECC? Yes. So RTI is basically all technology renamed. So it's depending on the SIF. If you have used APO, so you will be familiar with it. That means we can use it with the ECC system if it is patched the right way. And of course, also with S4. So it works with both systems. All right. Thank you. And the last question that we have picked is auto -paced planning versus integrated business planning. Is it the same license? How does that work? Yes. Yes. So we have basically the response and supply license for the OBP that is required. That can be also like standalone, but it is like a license within the whole IBP product suite. So we don't necessarily need, for example, a time series license. We can have the standalone response and supply license. Yes. So that is based. And also, I think, depending on individual talks with SAP that you have there. Yes. And also a separate license from MPNIS, where MPNIS is not part of the IBP product. All right. Thank you, guys. That was it so far for our Q&A session. Sorry. So with that, we will move to the closing remarks. And yeah, we would like to thank you all for attending. We had quite a couple of sign-ups from all over the world. So that means a lot to us. And we really, really hope that you have found this insightful and that this was somehow useful for you to actually consider the next steps of evolving your production planning. And I would like to give a big hand to our colleagues in the chat and then for helping out. And then obviously Ben and Tua for this cool presentation. And if at any point there's more questions or you would like to give some feedback or you would like to get more materials, reach out to us or visit our website. As previously mentioned, we have a couple of materials and you will get all the materials right after this webinar. And with that, we wish you a very pleasant rest of the week here from Copenhagen. Thank you very much. Bye-bye. Thank you very much.