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Speaking Engagement: Forrester Teleconference – Achieving A Perfect Order To Combat The Evil Forces Of A Recession

Published on January 15, 2009 by R "Ray" Wang

Thursday, February 19, 2009, 1:00 p.m.-2:00 p.m. Eastern time (18:00-19:00 UK time)

Presented By:

R "Ray" Wang Vice President, Principal Analyst Forrester Research, Inc.

Cost: Please check the registration page

Who should attend: Business Process & Applications professionals, CIO's, Application Delivery and Program Management Professionals. Description: Declining sales, shrinking operating margins, and labor force reductions, drive Business Process & Applications professionals to streamline core business processes such as opportunity to cash. Efficient and effective delivery of orders that consistently meet a stakeholder's (e.g., customer, supplier, partner, and employee) expectation is known as a "perfect order." Because the delivery of a perfect order is complex, many organizations rely on software solutions to automate, simplify, and integrate. So how does a BPA pro know what the key steps to supporting a perfect order are? What technology is required to deliver on all the steps of a perfect order? How well does the organization support the people, process, and technology requirements for a perfect order? To help BPA professionals answer those questions, Forrester has developed a checklist of the 20 best steps required to support a perfect order and to enable BPA pros to score themselves on their ability to achieve the delivery of a perfect order. Agenda:

Understand the business imperative to achieve a perfect order in this economy.
Learn the 20 best practices of the perfect order.
Measure outcomes with a perfect order index.

Vendors mentioned: Amdocs, Epicor Software, GSI Commerce, Infor, Infosys, Manhattan Associates, Microsoft, Oracle, SAP, and Sterling Commerce Related Research:

The Forrester Wave™: Order Management Hubs, Q4 2008

by R "Ray" Wang, November 14, 2008

Technical requirements: An Internet connection with a browser is required for the visual presentation. For the audio component, a separate phone line is required. You will receive dialing and WebEx instructions via email prior to the Event. If you have any problems accessing the teleconference presentation, please call the Client Resource Center at +1 866.FORRESTER (367.7378) or +1 617.613.5730 and identify yourself as a teleconference attendee.

Monday’s Musings: A Year of Extremes Brings Us Back Full Circle to the Beginning of the Dot.Com Bust

Published on December 29, 2008 by R "Ray" Wang

With a few days left in the year, it's hard to believe that 2008 is almost over. Just like our paltry .401K's and lowered gas prices, it's like we reverted to the Dot Com bust. Extreme contrasts in positions and tremendous change made 2008 both exciting, suspenseful, and frankly sobering like 2002. In fact, it wasn't just the pace of change, it was an intensity of change like no other. For example in the topical areas I cover:

Software vendor economics:

Identifying recurring revenue and market share acquisition targets to investing in co-investment partners and solution centric ecosystems

Believing that the tech industry could be more resistant in a downturn to the current bloodbath in Q4 and bleaker projections for 2009

Assuming that vendor consolidation earned the right to command price increases and maintenance hikes to retreating and rethinking policy in the face of customer rebellion and revolt

Ignoring vendor financing options to embracing credit as a survival tool

Driving new license growth to relying on maintenance and professional services revenues

Poo pooing multi-tenant SaaS and hybrid deployment and development methodologies to looking to invest in lower delivery cost core Cloud Computing skill sets

End user enterprise apps (ERP) strategy

Engaging in large vendor selection projects to reducing the number of vendor suppliers

Building the best SOA strategy to figuring out how to justify all the investment

Sole sourcing from one vendor to considering purpose built apps

Dismissing SaaS as as fad to embracing Cloud Computing as a cost savings tool

Adopting standard middleware platforms to exploring PaaS and hybrid deployment options and related integration options

Focusing on growth and strategy business drivers to reverting to operational efficiency and compliance business drivers

Crafting a long term apps strategy to recession proofing an apps strategy

Moving to all packaged apps to reviving custom development

Software Licensing, Pricing, and Contract Negotiations

Locking in new license pricing to reducing shelf ware

Negotiating on new license prices to zeroing in on the cost of maintenance

Focusing on future product road maps to avoiding the risk of a revenue led software audit

Planning for upgrades to contemplating third party maintenance

Worrying about vendor consolidation to considering vendor viability and the need for software escrows

Thinking about maintenance as an insurance policy to seeking value from maintenance contracts

Master Data Management - Customer Data Integration

Contemplating deployment of multiple data entity MDM to proving the value of one data entity with the ambition of multiple data entities

Applauding rapid implementation times of 1 year to expecting results in 6 to 8 months

Expanding data governance roles to focusing on specific stakeholder data processes

Turning to the incumbent ERP vendor for one throat to choke to considering all options

Ignoring BI strategy and focusing on enterprise architecture to incorporating BI into MDM projects

Order Management

Reducing inventory to improving transportation management costs and back again

Focusing on multi-channel selling to driving efficiencies in multi-channel fulfillment in a perfect order

Emphasizing partner channels to taking back ownership of distribution

Moving away from piecemeal solutions to purpose built order management hubs

Project Based Solutions

Considering PPM apps to seeking broader Project Based Solutions

Standardizing on project management methodology to reducing the barriers to adoption

Deploying only in one option to expecting various deployment options such as mobile, SaaS, and offline

The Bottom Line - Customers Still Have High Expectations For Enterprise 2.0 Apps Despite the bleak economic outlook, like in 2002, we can expect significant innovation to emerge as new business models meet technology innovations. Conversations with over 1000 end users this year highlight that customers still expect to see Enterprise 2.0 innovations in the next 3 to 5 years, despite any downturn. The top seven key Enterprise 2.0 innovations include:

Richer user experiences - role based scenarios across various usability paradigms
Business process orientation - support for end to end business processes
Configurable change - designing with flexible models and rules instead of customizations
Actionable insight - pulling all the key information to make a decision in the context of business process and user role
Collaboration - providing secure private interactions and open and innovative connection with stakeholders
Intelligent response - responding to contextual models and business events
Hybrid deployment - deploying all models from on-premise, hosted, instance virtualization, multi-tenant SaaS, and cloud based BPO.

Let's just hope these humble 2009 industry analyst predictions hold some water. Your POV. Do you believe we'll turn the corner like 2002? Are you experiencing different trends? You can post here or send me a private email to rwang0@gmail.com. Copyright © 2008 R Wang. All rights reserved.

Research Summary: The Forrester WaveTM: Order Management Hubs, Q4 2008 – Sterling Commerce, Oracle, SAP, and Epicor Emerge As Leading Solutions That Support The Delivery Of A Perfect Order

Published on December 17, 2008 by R "Ray" Wang

FORWARD AND COMMENTARY In the second update to the industry's only business process-focused assessment of its kind, we evaluated eight leading order management hubs in a 152-criteria evaluation. The Forrester Wave provided head to head comparison of which order management hub solution would best support the 20 steps in a perfect order. Importantly, the end to end business process included four major sub processes: Opportunity to Order Capture, Order Capture to Order Fulfillment, Order Fulfillment to order Completion, and Order Completion to Cash. These demo-based product evaluations were conducted from April 2008 to August 2008 and interviewed eight vendor and 40 user companies including: Amdocs, Epicor Software, Infor, Manhattan Associates, Microsoft, Oracle (E-Business Suite and Siebel), SAP, and Sterling Commerce. Unlike other analyst evaluations, the Forrester Wave contains no "magic" and provides end users with both transparency of the scoring process and flexibility to personalize weightings to best meet an end user's scenario. The tool is accessible via an XL spreadsheet. RESEARCH HIGHLIGHTS Introduction Perfect orders drive a direct correlation to positive stakeholder satisfaction scores. Despite the benefits, success in consistently delivering a perfect order eludes many enterprises because existing systems lack the process and functional flexibility to deftly move orders across the end-to-end order management cycle. With pressure on enterprises to seek new ways to create market differentiation, order management hubs rise to prominence because:

Process-centric views trump yesterday's functional fiefdoms.
Standardized best practices provide little value in today's constant world of change.

Research Findings We found that Sterling Commerce and Oracle E-Business Suite led the pack among the Leaders who delivered technologies that support the perfect order. Meanwhile, Oracle Siebel, SAP, and Epicor Software earned their Leader designation because of their strong support for end-to-end order management processes and forward-looking product strategies. Microsoft, Amdocs, and Manhattan Associates placed in the Strong Performer category for their specialization in targeted markets. The solutions evaluated represent eight of the top 10 to be considered in shortlist discussions for order management hubs customers seeking to achieve a perfect order: (See Figure 1.) Figure 1: The Forrester WaveTM: Order Management Hubs, Q4 '08

Source: Forrester Research, Inc.

Report Links Click on the link for the in-depth details and scores related to the 152 criteria used in this Forrester report: The Forrester Wave^TM: Order Management Hubs, Q4 2008. For media courtesy requests, please send me an email to rwang@forrester.com Your POV. Would love your feedback on the report. You can post here or send me a private email to rwang0@gmail.com. Copyright © 2008 R Wang. All rights reserved.

Order Management Hubs: 20 Steps to a Perfect Order

Published on June 9, 2008 by R "Ray" Wang

A Perfect Order still means many things to many people Recent studies show that enterprises who deliver perfect orders have a direct correlation to positive customer satisfaction scores. Despite the stakes, success in consistently delivering a perfect order continues to elude many enterprises because existing systems lack the flexibility to move orders across the order management cycle. Process views should trump functional fiefdoms One source of confusion stems from the lack of clarity in what the components of a perfect order should entail. Confusion often stems from a functional perspective which may be predisposted from an ERP, CRM, eCommerce, or Supply chain heritage. Tossing out the three letter acronyms, order management hubs are about 4 key business processes:

Opportunity to order capture - all the stuff to capture information for the order and send it on to the next step
Order capture to order fulfillment - the guts and logistics of fulfilling an order from pick,pack, ship to TMS, WMS.
Order fulfillment to order completion - the processes that may occur before an order is satisified such as returns, after market service, installation scheduling, and warranty claims.
Order completion to order settlement - invoicing, AP/AR, financial stuff.

Moving from 10 steps to 20 steps towards a Perfect Order The basic notion is a stakeholder gets an order and they have their expectations to have this filled every time, without question and with minimal effort. In previous discussions on Perfect Orders, 10 steps were identified. The definition has now been expanded to cover 20 key steps which include the delivery of an order:


1.		Through any channel at any time
2	.	Multiple types of stakeholders can
3	.	Engage in a consistent brand experience by
4	.	Selecting the right product or service with
5	.	The correct quantity and configuration that
6	.	Meets the acceptable levels of quality for
7	.	The stakeholder's entitled pricing policy
8	.	Supplied from the agreed upon sources
9	.	Delivered to or installed with the right customer within
10	.	An agreed upon period of time to
11	.	The correct locations in
12	.	The most appropriate packaging that
13	.	Includes the right documentation over
14	.	The right frequency with
15	.	An accurate invoice that can be
16	.	Collected and efficiently settled and/or
17	.	Returned via any channel for
18	.	Warranty claims against defects and/or
19	.	Scheduled for repair based on
20	.	Agreed upon service contracts

The bottom line for end users Achieving a perfect order requires enterprises to revisit how existing order processes support multiple selling channels, multiple fulfillment scenarios, across functional areas. Ultimately, these business processes must be measured against metrics and key performance indicators (KPIs) such as: