scv solution

7/31/2019 Scv Solution

1/19

Tally Solutions Pvt. Ltd. All Rights Reserved

Tally.ERP 9: Supply Chain VisibilitySolution

Making Last-mile Visibility Possible


2/19

Tally Solutions Pvt. Ltd. All Rights Reserved 2

2

What is Supply Chain Visibility?

Supply Chain Visibility (SCV) is the traceability of goods as they move through thesupply chain to ensure availability of the right product, in the right quantity, at the right

time, in the right place. It includes:

Collection of distributed data across various stages

Making the information mobile so it can be transferred

Consolidation for display and usage


3/19


3

Current Visibility

PRINCIPAL COMPANY

REGIONAL OFFICE REGIONAL OFFICE

DISTRIBUTOR DISTRIBUTOR

WAREHOUSE WAREHOUSE WAREHOUSE

DEALER DEALER DEALER DEALER DEALERDEALER DEALER

R E T A I L E R S

DEALER

R E T A I L E R S

DISTRIBUTOR

Principal Company hascomplete visibility

Principal

Company has

little-to-no

visibility


4/19


4

Current Visibility Challenges

Distributors*

Retailers

Principal

Company Computerized, however have local software

Data Entry Driven Process

Genuine human errors

Transient field manipulations, field malpractices,

Higher FG inventory, expiries,

Sales team time & energy spent on distribution (away from demandcreation)

Exclusive Geography to Distributor ensures Sales Credit

Retailers are less computerized

Lack of Electronic Data Exchange and Barcodes

Retailer Issues: Inventory, Loss of Sales, Shoplifting, Expiries

Company: Cascading impact, becomes a joint victim of retailers issues

E.g. In Pharmatakes back expiries & reimburses completely. FMCG

Retailer may be tempted to sell expired goods!


5/19


5

Current Scenario: Informal ways deployed

Manual collection is time consuming and inaccurate

External marketing people

Applying own manpower to the field

Principal Company gives portals to Dealers and

Retailers for uploading data

Problem in technology adoption

Difficult for a Dealer, selling products of many

Principal Companies at the same time.

Retailers cannot invest in new software:

Affordability

Knowledge gap, both technological and usability


6/19


6

Current Scenario: Goldratt Strikes

Goldratts theory of constraint (TOC) applies to Pharma equally as FMCG.

Stockist (first point of sale for company) has limited working capital.

If this capital is misused for overstocking certain packs (to achieve targets, product-wise

targets etc) then the stocking pattern is not as per the sales pattern (pro rata)

Working capital being the constraint, the fallout is understocking for several other products.

Sales Mix Stockist Mix

Few large

brands

Several Mid

Sized brands

Niche packs

New Products

Slow Moving

Generally

where

dumping /

overstocking

happens

Not much

impacted

Understocked

Limited

working

capital of

the

stockist


7/19


Dealer + Retailer + Reseller

Principal Company

Tally.Net server

Data uploadedperiodically for

synchronization

Receives the details of salesentered and stock

availability

Retailer/ Reseller Logs on to

subscribes to rule

Tally.ERP 9 Supply Chain Visibility Solution

Company uploads Synchronization

Rule


8/19


Known challenges to Electronic Data Exchange

Challenges

Data Security

Format / Code Standardization

Internet Penetration

Virus Fear

Automation & Simplicity in the

Process

Financial Compulsion

Rollout & Support

The Tally.ERP 9 Solution

TrustedRemote Access

Standard Synchronization method

Incremental upload

No new software to be installed

High Automation & Signature

Simplicity

No financial stress on Retailer

Existing Partner Network


9/19


Current Vs Desirable

Current Order Process

Requires Manual Visits to place order

by formula based on Stock & Sales

Primary pressure forces demand forExtra orders. The incentive paid

here is loss to company / sales staff

Fudging of Stock & Sales due to

intense stocking pressure

Planning period is too long, i.e. a

month or more.

Shortage / Surplus

High price paid for problem solving

Air Courier, Inter Depot Transfers &

Higher Inventories

Replenishment (Pull Based) in Tally.ERP

9 SCV solution

Less or no manual visits required as

data upload process is automated

Inventory Reorder levels autoupdated as data is received in real-

time.

Higher accuracy and authenticity of

data uploaded

Planning reduced to weeks or even

days.

Reduced shortage/ surplus by pack

Much lesser fire-fighting scenarios


10/19


Supply Chain Visibility Benefits

Precise stock management andreduced inventory costs

Improved fulfilment cycle time

More accurate sales forecasts

Ability to manage the unexpected

Internal collaboration v/s dataisolation

Optimized Supply Chain throughbetter delivery performance

Capacity Utilization Shape future demand

Better utilization of resources

Crisis management

Monitor moment-to-moment activities

Deliver change in process with ease

Collaboration of information present in the ecosystemAvoid unnecessary costs

Reduced logistics costs

Quickly adjust the supply chain to demand fluctuation

Avoid overstocking or under stocking

Visibility of inventory levels of channel partners

Decreased inventory holding cost

Decreased investment in finished goods and WIP inventory

Enables new market opportunities

Enhanced customer loyaltyAccurate, timely and relevant data on historical sales figures

Helps strategizing production and distribution

IMPACT OF SUPPLY CHAINVISIBILITY B U S I N E S S B E N E F I T S


11/19


Well established and unparalleled presence in the market

Comprehensive business management solution

Flexible integration capabilities with any other application

Rollout and support through large partner network

Ease of Adoption

Intermittent connectivity to internet

Infrastructure readiness: Tally.NET is a proven system for data exchange

Why is Tally.ERP 9 in a unique position to solve this?


12/19


Quantified Benefits

Increase in Top line:

If a sales person required 2 man days per month (8 working hours/ day) for

gathering, entering and collating information earlier, now he would need only 1

hour per month.

Considering a 20 day work month for the employee, of which only 18 man days

were being spent on revenue generation, the result is 9.4% increase in timeavailability per month.

This would result in almost 3% increase in top line for this 9.4% extra time

available

The time to market is reduced from 3 days to 1 day essentially improving efficiency by

67%.

If the data gathering, entering and collating process would earlier require 3-4 dedicated

staff members, it will come down to only 1 person for the same work.


13/19


14/19


TallyAt a glance

> 25 years ofpersistent

technological

innovations

Facilitated withmany national

and


15/19


TallyAt a glance


technological

innovations

Only ProductCompany inthe country

with ability to

handle scale


16/19


TallyAt a glance


technological

innovations


with ability to

handle scaleUniversally

acceptedacross

organizations

More than 600,000

customer base

More than 2 million users


17/19


TallyAt a glance


technological

innovations


with ability to


acceptedacross

organizations

Thousands ofsolutionsdeployed

For micro units to Top 50

listed companies

Ranging from simple to

very complex


18/19


TallyAt a glance


technological

innovations


with ability to


acceptedacross

organizations

Thousands ofsolutionsdeployed

Facilitated withmany national

and

internationalawards


19/19

Thank You

scv solution

Documents