Kinaxis, Inc. · TSX:KXS

Kinaxis — Investor Presentation (October 2014)

39 slides from Kinaxis's investor presentation, October 2014

  1. Slide 1: Purposeful Collaboration: What It Could Mean For Your S&OP Process

    Purposeful Collaboration: What It Could Mean For Your S&OP Process Alan Lepofsky Trevor Miles VP and Principal Analyst VP, Thought Leadership Constellation Research Kinaxis Copyright © 2014 Kinaxis All Rights Reserved.

  2. Slide 2: How Collaboration Can Improve Sales and Operations Planning

    How Collaboration Can Improve Sales and Operations Planning Enable effective decision-making, resolution and consensus building Alan Lepofsky – VP and Principal Analyst @alanlepo Oct 2014 © 2010 - 2014 Constellation Research, Inc. All rights reserved.

  3. Slide 3: Communications Is Not A New Idea

    Communications Is Not A New Idea 2 © 2010 - 2014 Constellation Research, Inc. All rights reserved.

  4. Slide 4: Collaboration Is Working Together

    Collaboration Is Working Together 3 © 2010 - 2014 Constellation Research, Inc. All rights reserved.

  5. Slide 5: The Evolution of Collaboration Software

    The Evolution of Collaboration Software Blogs & Email & Wikis Chat 4 © 2010 - 2014 Constellation Research, Inc. All rights reserved.

  6. Slide 6: Sharing Is The New Normal

    Sharing Is The New Normal 5 © 2010 - 2014 Constellation Research, Inc. All rights reserved.

  7. Slide 7: So Who's Sharing? Millennials Vs. Boomers

    So Who’s Sharing? Millennials Vs. Boomers 6 © 2010 - 2014 Constellation Research, Inc. All rights reserved.

  8. Slide 8: Defining Digital Proficiency

    Defining Digital Proficiency Knowledge Comfort P r o f i Education c Beliefs Experience i Desires Accessibility e Trust n c y Determines needs and behaviours 7 © 2010 - 2014 Constellation Research, Inc. All rights reserved.

  9. Slide 9: Defining Digital Proficiency

    Defining Digital Proficiency Not good at it Good at it Want to do it Want to do it Comfort Not good at it Good at it Don’t want to do it Don’t want to do it Knowledge 8 © 2010 - 2014 Constellation Research, Inc. All rights reserved.

  10. Slide 10: Defining Digital Proficiency

    Defining Digital Proficiency Immigrants Natives Comfort Voyeurs Holdouts Disengaged Knowledge 9 © 2010 - 2014 Constellation Research, Inc. All rights reserved.

  11. Slide 11: The Evolution of Collaboration Software

    The Evolution of Collaboration Software Enterprise Social Blogs & Networks Email & Wikis Chat 10 © 2010 - 2014 Constellation Research, Inc. All rights reserved.

  12. Slide 12: It's Not About What You Had For Lunch

    It’s Not About What You Had For Lunch 11 © 2010 - 2014 Constellation Research, Inc. All rights reserved.

  13. Slide 13: It's not about "being social"

    Make information available Connect people It’s not about “being social” Improve business processes 12 © 2010 - 2014 Constellation Research, Inc. All rights reserved.

  14. Slide 14: Getting Work Done In The Stream

    Getting Work Done In The Stream ERP CRM 13 © 2010 - 2014 Constellation Research, Inc. All rights reserved.

  15. Slide 15: The Evolution of Collaboration Software

    The Evolution of Collaboration Software Socially Enhanced Enterprise Enterprise Social Software Blogs & Networks Wikis Email & Chat 14 © 2010 - 2014 Constellation Research, Inc. All rights reserved.

  16. Slide 16: Sharing In The Content, Getting Work Done

    Sharing In The Content Getting Work Done Marketing Sales / CRM Engineering Customer Social HR/HCM Support Learning/Deve Supply Chain Finance lopment 15 © 2010 - 2014 Constellation Research, Inc. All rights reserved.

  17. Slide 17: Make "Social" A Feature of Your Processes

    Make “Social” A Feature of Your Processes Customer Record Marketing Campaign Support Ticket Social Network 16 © 2010 - 2014 Constellation Research, Inc. All rights reserved.

  18. Slide 18: Network Effects

    Network Effects 17 © 2010 - 2014 Constellation Research, Inc. All rights reserved.

  19. Slide 19: Team Collaboration

    Team Collaboration • Sales • Marketing • Support • Engineering • Finance • Etc. 18 © 2010 - 2014 Constellation Research, Inc. All rights reserved.

  20. Slide 20: Cross Functional Collaboration

    Cross Functional Collaboration Sales Marketing 19 © 2010 - 2014 Constellation Research, Inc. All rights reserved.

  21. Slide 21: All Company Collaboration

    All Company Collaboration 20 © 2010 - 2014 Constellation Research, Inc. All rights reserved.

  22. Slide 22: External Collaboration

    External Collaboration Customers Partners 21 © 2010 - 2014 Constellation Research, Inc. All rights reserved.

  23. Slide 23: Here is where it gets really exciting

    Here is where it gets really exciting 22 © 2010 - 2014 Constellation Research, Inc. All rights reserved.

  24. Slide 24: Supply Chain collaboration

    Supply Chain Manufacturing Supplier Distribution Supplier Supplier Retailer Invoicing Shipping Customer 23 © 2010 - 2014 Constellation Research, Inc. All rights reserved.

  25. Slide 25: Recap

    Recap • Understand the differences between Communication and Collaboration as well as the strengths and weaknesses of each • Collaboration needs to be woven into business processes • Networks effects = the more the merrier 24 © 2010 - 2014 Constellation Research, Inc. All rights reserved.

  26. Slide 26: Alan Lepofsky @alanlepo

    Alan Lepofsky @alanlepo TM © 2010 - 2014 Constellation Research, Inc. All rights reserved. www.constellationr.com © 2010 - 2014 Constellation Research, Inc. All rights reserved.

  27. Slide 27: Why Purposeful Collaboration is so important for Effective S&OP

    Why Purposeful Collaboration is so important for Effective S&OP Trevor Miles | VP, Thought Leadership @MilesAhead | +1.647.248.6269 | [email protected] Copyright © 2014 Kinaxis All Rights Reserved.

  28. Slide 28: Sales & Operations Planning

    Sales & Operations Planning It cannot be performed without collaboration  Include executives, finance, manufacturing, demand planning, supply marketing, product engineering & design and IT  Use cross functional teams for developing & reporting  Have all departments Requires use S&OP output as the

  29. Slide 29: Traditional S&OP Description

    Traditional S&OP Description Gets in the way of collaboration Decisions & Step 5 Updated Exec-S&OP Game Plan Meeting Step 4 Pre-S&OP Decisions. Meeting Recommendations, Scenarios, & Agenda Step 3 for Exec Meeting Supply Planning Resource Requirements Plan Capacity Constraints Step 2 2nd-pass spreads

  30. Slide 30: Traditional S&OP Description

    Traditional S&OP Description CEO: I want to increase demand Results in slow, disconnected processes In Asia by 5% to compensate for revenue drop in Europe Decisions & Step 5 Updated Exec-S&OP Game Plan Meeting Step 4 Pre-S&OP Decisions. Meeting Recommendations, Scenarios, & Agenda Step 3 for Exec Me

  31. Slide 31: Core Issues driving adoption of S&OP

    Core Issues driving adoption of S&OP What we hear from all customers & prospects • Complexity (regulations, expanding product portfolios, rapid growing sales in emerging markets) – Less predictable demand • Multiple independent systems – Lack of visibility across the supply chain – Employee time spe

  32. Slide 32: Supply Chain Decisions are Multi-Faceted

    Supply Chain Decisions are Multi-Faceted Requires Trade-Offs which require Collaboration Growth Corporate Revenue Cost of Goods Trade-offs Working Capital Corporate Social Responsibility Investment Trade-offs R&D Strategy and Investment Asset Strategy and Investment Forecast Accuracy Customer Servic

  33. Slide 33: It all leads to Purposeful Collaboration

    Core Issues driving adoption of S&OP It all leads to Purposeful Collaboration • Supply chains in all industries are facing increased Volatility, Uncertainty, Complexity, Ambiguity • Companies reduce the need for certainty by being able to Observe, Orient, Decide, Act • This requires increased Visibi

  34. Slide 34: Rethinking S&OP

    Rethinking S&OP It is not about improving the accuracy of the forecast and reducing the amount of uncertainty in the future, it is about eliminating the need for certainty. — Ronald W. Bohl, Eli Lilly Quoted by Kevin Cook, Merck 9 Copyright © 2014 Kinaxis All Rights Reserved.

  35. Slide 35: Rethinking S&OP

    Rethinking S&OP Decisions & Step 5 Updated Exec-S&OP Game Plan Meeting Step 4 Pre-S&OP Decisions. Meeting Recommendations, Scenarios, & Agenda Step 3 for Exec Meeting Supply Planning Resource Requirements Plan Capacity Constraints Step 2 2nd-pass spreadsheets Demand Planning Management Forecast 1st-

  36. Slide 36: Rethinking S&OP

    Rethinking S&OP Decisions & Step 5 Updated Exec-S&OP Game Plan Meeting Step 4 Pre-S&OP Decisions. Meeting Recommendations, Scenarios, & Agenda Step 3 for Exec Meeting Supply Planning Resource Requirements Plan Capacity Constraints Step 2 2nd-pass spreadsheets Demand Planning Management Forecast 1st-

  37. Slide 37: Rethinking S&OP

    Rethinking S&OP Process: Step 5 What is Different? Exec-S&OP Meeting • Collaborative Step 4 • Continuous Pre-S&OP Decisions. Meeting Recommendations, • Concurrent Scenarios, & Agenda Step 3 for Exec Meeting Supply Planning Capacity Constraints Technology: Resource Requirements Plan Step 2 2nd-pass s

  38. Slide 38: Purposeful Collaboration is the means.

    SCM World, The Chief Supply Chain Officer Report 2014 , Sep 2014 Purposeful Collaboration is the means. Know Sooner. Act Faster. 13 Copyright © 2014 Kinaxis All Rights Reserved.

  39. Slide 39: Q&A

    Q&A Alan Lepofsky Trevor Miles VP and Principal Analyst VP, Thought Leadership Constellation Research Kinaxis @alanlepo @MilesAhead Copyright © 2014 Kinaxis All Rights Reserved.

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