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Gartner、Forrester和IDC有什么共同之处?他们都称阿纳普兰为计划领袖。
Home audio manufacturer Sonos managed its complex supply and demand ecosystem, including more than 200 component suppliers, using countless spreadsheets. The process was slow and error-prone, and as Heather Williams, head of Integrated Business Planning recalls, “all the planners really spent a lot more time maintaining spreadsheets than they did actually planning.” With Anaplan, Sonos has a connected product plan across resources, spending, and product lines, and planners do more value-added work.\r\n"}}" id="text-5ac72c7a66" class="cmp-text">
家用音响制造商Sonos使用无数的电子表格管理其复杂的供需生态系统，其中包括200多家零部件供应商。这个过程缓慢且容易出错，正如整合业务规划主管希瑟•威廉姆斯(Heather Williams)回忆的那样，“所有的规划人员实际上花在维护电子表格上的时间比他们实际规划的时间多得多。”有了anplan, Sonos就有了一个跨资源、支出和产品线的互联产品计划，规划人员可以做更多的增值工作。
我们的内部协作能力得到了极大的提高，这减少了压力水平，真正实现了更好的团队关系。Heather Williams，综合业务规划高级总监
10%
一个全职员工花在集成电子表格上的时间从70%下降到了20%
一个
执行需求变化的时间从两周缩短至一天
改进的
跨资源、支出和产品线的可见性
Sonos invented multi-room wireless home audio and markets its products in more than 50 countries. Before Anaplan, Sonos managed its complex supply and demand ecosystem using dozens of spreadsheets. With a supply base consisting of over 200 individual component suppliers, the Sonos supply chain planning team struggled to balance supply and global demand. The process was slow and error-prone, and planners spent the majority of their time manually maintaining and connecting data points.\r\n
Sonos brought in Anaplan and created end-to-end supply chain visibility with plans that span resources, spending, and product lines. The Sonos team started their implementation with supply and demand balancing, and then added a supply planning module that enables a granular view of products at the factory level. Most recently, they incorporated demand planning to add forecasting into the mix.
\r\nThe biggest ROI that Sonos has found with Anaplan is measured in hours. For example, one analyst who previously spent 70 percent of her time integrating spreadsheets now spends less than 10 percent of her time on that task. The Global Planning team also saves time in their planning cycle. For example, executing a change in demand used to take two weeks—now it takes just one day.
\r\nSonos chose Anaplan for its speed and flexibility. With Anaplan’s cloud-based platform, the team has a vision to connect more parts of the business, improve communication, and influence culture change. As Heather Williams, Senior Director of Integrated Business Planning, said: “Our ability to collaborate internally is vastly improved, which reduces the stress level and really enables a better team relationship.”
\r\n"}}" id="text-56bccb82e7" class="cmp-text">Sonos发明了多房间无线家庭音响，其产品在50多个国家销售。在使用anplan之前，Sonos使用数十个电子表格来管理其复杂的供需生态系统。由于Sonos的供应基地由200多家独立的零部件供应商组成，Sonos供应链规划团队努力平衡供应和全球需求。该过程缓慢且容易出错，规划人员将大部分时间用于手动维护和连接数据点。
Sonos引入了anplan，并通过跨资源、支出和产品线的计划创建了端到端的供应链可见性。Sonos团队从供需平衡开始实施，然后添加了一个供应计划模块，可以在工厂级别对产品进行细粒度视图。最近，他们将需求计划加入到预测中。
Sonos发现，anplan最大的投资回报率是以小时为单位来衡量的。例如，一位分析师以前花了70%的时间集成电子表格，现在只花了不到10%的时间在这项任务上。全球规划团队还在规划周期中节省了时间。例如，执行需求变更过去需要两周的时间，现在只需要一天。
Sonos选择anplan是因为它的速度和灵活性。借助Anaplan的云平台，该团队的愿景是连接更多的业务部分，改善沟通，并影响文化变革。正如综合业务规划高级总监希瑟•威廉姆斯(Heather Williams)所说:“我们的内部协作能力得到了极大的提高，这降低了压力水平，真正实现了更好的团队关系。”
My name is Jonathan Rocque. I’m the Director of Global Sourcing at Sonos, and I’m responsible for the overall Anaplan implementation here.
\r\nSonos began with the singular focus of filling every home with music. We are in the business of creating wireless home sound systems.
\r\nSonos’ supply base has 200-plus individual component suppliers. What really makes us complex is that when we sell into our channel, we forecast down to the individual retailer level.
\r\nBefore Anaplan, we balanced supply and global demand by integrating lots and lots of different spreadsheets. This exercise was prone to error and often introduced a lot of delays in the process.
\r\nWhat Sonos really wanted was a single integrated plan or view of the company when it came to resources, spend, and product lines.
\r\nIn addition, what Sonos needed was something that could provide us with enterprise collaboration and also give us a fast implementation cycle time.
\r\nThe decision to bring in Anaplan was driven largely by our Global Planning team. They had been working with multiple spreadsheets, trying to integrate them and derive value from the data. The team had been evaluating different tools, systems, and platforms, and really arrived on Anaplan as a solution due to the flexibility of the system.
\r\nWe have developed quite a few use cases since we brought Anaplan into the company. So we started with supply-demand balancing.
\r\nWe moved on to our supply planning module, which enables us to get better granularity and connection with the products coming in and out of the factory. After that, we moved on to demand planning to try to get our forecasting integrated into the system.
\r\nWe’re currently in process of working a component-level forecast module, in addition to supplier visibility, into the system. So we’re actually using the tool to gain end-to-end supply chain visibility and planning, and to generate detailed reports, which before we were unable to do.
\r\nOur Anaplan implementation comes back to our company value of the Golden Rule. We partnered with Anaplan from the beginning, we knew that we were going to take an iterative approach to get to the final destination, and we worked together to get there.
\r\nThe biggest ROI that Anaplan has given us is freeing up people’s time to do more value-added work. One of our analysts was spending 70 percent of her time integrating spreadsheets, and now spends less than 10 percent of her time on that activity.
\r\nOverall Anaplan has reduced time from two weeks, in some cases, to integrate data and provide the answer we were looking for to just a matter of hours.
\r\nIt’s connected multiple data sources that previously needed to be integrated manually by our business analysts.
\r\nBefore Anaplan, we were unable to connect directly with our product lifecycle management system and our product configuration database. Since Anaplan, we’ve been able to make a direct connection between that data source and the Anaplan platform.
\r\nThis provides us with the ability to reduce manual extraction of roughly 67 spreadsheets per month to generate the data we needed to run our cost and spend analysis.
\r\nConnectedness is extremely important to Sonos, given that we have global locations throughout Asia, North America, Europe, and Australia.
\r\nOne of the key benefits of Anaplan is that it is a cloud-based platform that enables us to connect with our global supply base through a common interface.
\r\nWhat we’re building is an Anaplan center of excellence within the company.
\r\nAnaplan is going to be the platform that connects our organization. We’re going to use the information from the tool to drive new systems, processes, and understanding into actually how to run our business better.
\r\nI have a vision that Anaplan will reach further into the organization than other tools have by connecting all these disparate data sources and integrating them into a single platform. In doing that, it will also influence culture change, improve communications, and allow everyone involved in the end-to-end operation of a supply chain to know what’s happening at all the different functions.\r\n"}}" id="text-871bb2930d" class="cmp-text">
\r\nSonos began with the singular focus of filling every home with music. We are in the business of creating wireless home sound systems.
\r\nSonos’ supply base has 200-plus individual component suppliers. What really makes us complex is that when we sell into our channel, we forecast down to the individual retailer level.
\r\nBefore Anaplan, we balanced supply and global demand by integrating lots and lots of different spreadsheets. This exercise was prone to error and often introduced a lot of delays in the process.
\r\nWhat Sonos really wanted was a single integrated plan or view of the company when it came to resources, spend, and product lines.
\r\nIn addition, what Sonos needed was something that could provide us with enterprise collaboration and also give us a fast implementation cycle time.
\r\nThe decision to bring in Anaplan was driven largely by our Global Planning team. They had been working with multiple spreadsheets, trying to integrate them and derive value from the data. The team had been evaluating different tools, systems, and platforms, and really arrived on Anaplan as a solution due to the flexibility of the system.
\r\nWe have developed quite a few use cases since we brought Anaplan into the company. So we started with supply-demand balancing.
\r\nWe moved on to our supply planning module, which enables us to get better granularity and connection with the products coming in and out of the factory. After that, we moved on to demand planning to try to get our forecasting integrated into the system.
\r\nWe’re currently in process of working a component-level forecast module, in addition to supplier visibility, into the system. So we’re actually using the tool to gain end-to-end supply chain visibility and planning, and to generate detailed reports, which before we were unable to do.
\r\nOur Anaplan implementation comes back to our company value of the Golden Rule. We partnered with Anaplan from the beginning, we knew that we were going to take an iterative approach to get to the final destination, and we worked together to get there.
\r\nThe biggest ROI that Anaplan has given us is freeing up people’s time to do more value-added work. One of our analysts was spending 70 percent of her time integrating spreadsheets, and now spends less than 10 percent of her time on that activity.
\r\nOverall Anaplan has reduced time from two weeks, in some cases, to integrate data and provide the answer we were looking for to just a matter of hours.
\r\nIt’s connected multiple data sources that previously needed to be integrated manually by our business analysts.
\r\nBefore Anaplan, we were unable to connect directly with our product lifecycle management system and our product configuration database. Since Anaplan, we’ve been able to make a direct connection between that data source and the Anaplan platform.
\r\nThis provides us with the ability to reduce manual extraction of roughly 67 spreadsheets per month to generate the data we needed to run our cost and spend analysis.
\r\nConnectedness is extremely important to Sonos, given that we have global locations throughout Asia, North America, Europe, and Australia.
\r\nOne of the key benefits of Anaplan is that it is a cloud-based platform that enables us to connect with our global supply base through a common interface.
\r\nWhat we’re building is an Anaplan center of excellence within the company.
\r\nAnaplan is going to be the platform that connects our organization. We’re going to use the information from the tool to drive new systems, processes, and understanding into actually how to run our business better.
\r\nI have a vision that Anaplan will reach further into the organization than other tools have by connecting all these disparate data sources and integrating them into a single platform. In doing that, it will also influence culture change, improve communications, and allow everyone involved in the end-to-end operation of a supply chain to know what’s happening at all the different functions.\r\n"}}" id="text-871bb2930d" class="cmp-text">
我叫乔纳森·罗克。我是Sonos的全球采购总监，在这里我负责anplan的整体实施。
Sonos最初的目标是让每个家庭都充满音乐。我们的业务是创造无线家庭音响系统。
Sonos的供应基地拥有200多家独立零部件供应商。真正让我们复杂的是，当我们向我们的渠道销售时，我们预测到单个零售商的水平。
在anplan之前，我们通过整合大量不同的电子表格来平衡供需。这个练习很容易出错，并且经常在过程中引入很多延迟。
Sonos真正想要的是公司在资源、支出和产品线方面的单一整合计划或视图。
此外，Sonos需要的是能够为我们提供企业协作，并为我们提供快速实施周期的东西。
引进anplan的决定很大程度上是由我们的全球计划团队推动的。他们一直在处理多个电子表格，试图整合它们并从数据中获取价值。该团队一直在评估不同的工具、系统和平台，由于系统的灵活性，最终选择了anplan作为解决方案。
自从我们将anplan引入公司以来，我们已经开发了相当多的用例。我们从供需平衡开始。
我们转向我们的供应计划模块，它使我们能够获得更好的粒度和连接进出工厂的产品。在那之后，我们继续进行需求计划，试图将我们的预测整合到系统中。
除了供应商可见性之外，我们目前正在将组件级预测模块工作到系统中。因此，我们实际上是在使用这个工具来获得端到端的供应链可见性和计划，并生成详细的报告，这在以前是我们无法做到的。
我们的anplan实现回到了我们公司价值的黄金法则。我们从一开始就与anplan合作，我们知道我们将采用迭代方法到达最终目的地，我们一起努力实现这一目标。
anplan给我们带来的最大的投资回报率是让人们腾出时间去做更多增值的工作。我们的一位分析师花了70%的时间集成电子表格，现在只花了不到10%的时间在这个活动上。
总的来说，在某些情况下，anplan将整合数据并提供我们所寻找的答案的时间从两周缩短到几个小时。
它连接了多个数据源，这些数据源以前需要我们的业务分析师手动集成。
在使用anplan之前，我们无法直接连接到我们的产品生命周期管理系统和产品配置数据库。自从anplan发布以来，我们已经能够在数据源和anplan平台之间建立直接连接。
这为我们提供了减少每月手工提取大约67个电子表格的能力，以生成运行成本和支出分析所需的数据。
考虑到我们在亚洲、北美、欧洲和澳大利亚都有全球分支机构，连通性对Sonos来说极其重要。
anplan的主要优势之一是，它是一个基于云的平台，使我们能够通过一个通用接口与全球供应基地建立联系。
我们正在公司内部建立一个卓越的anplan中心。
anplan将成为连接我们组织的平台。我们将使用来自工具的信息来驱动新的系统、流程，并理解如何更好地运营我们的业务。
我有一个愿景，通过连接所有这些不同的数据源并将它们集成到一个单一的平台中，anplan将比其他工具更深入到组织中。在这样做的过程中，它还将影响文化变革，改善沟通，并使参与供应链端到端运营的每个人都能了解所有不同职能部门的情况。
My name is Heather Williams and I’m the leader of the Integrated Business Planning team here at Sonos.
\r\nWe had a very manual process prior to using Anaplan. Everything was largely Excel driven, so it was very labor intensive. All the planners really spent a lot more time maintaining spreadsheets than they did actually planning. Our ability to create business scenarios to drive management and executive decisions around supply and demand was fairly limited.
\r\nWe were looking for a tool that would better enable that process, as well as our weekly planning—just tactical planning cycles and collaboration.
\r\nAnaplan has allowed us to put in checks and balances, capacity check, model component constraints in the tool. So we have a high level of confidence in the plan when we publish it to the business.
\r\nAnaplan enabled a very quick implementation. And then we’ve been able to actually scale the tool as we’ve gone live, so we’re planning ahead for increased complexity that we know is coming.
\r\nIt’s really transformed the way we’re working, particularly around our inventory management and internal collaboration with the supply chain team and our demand planning partners.
\r\nWe plan to a very stringent days-on-hand target in all of our distribution centers.
\r\nAnaplan is actually enabling us to better calculate the exact supply that’s needed to maintain that target inventory level.
\r\nIt’s also helped us to better recognize when our demand consumption is off, so we’re immediately tracking variances to that target inventory level in the future and can make immediate supply corrections.
\r\nThe biggest improvement that we’ve seen is our planning cycle time.
\r\nPrior to Anaplan it would sometimes take us two weeks before we could fully roll out a demand change. We’re now able to do that in one day, plus a day for the team in Asia to actually process on their end, and then we get the supply commitment back by the end of that week.
\r\nOur ability to collaborate internally is vastly improved, which reduces the stress level and really enables a better team relationship with all of us internally.
\r\nWe’re able to show off the work that we’ve done much, much better now with Anaplan.
\r\nSo it’s really enabling us to share the information more widely throughout the company—we’ve had progress in keeping inventory closer to target levels and publishing the plans, resulting in our financial teams to better project the financial impact of the supply plans.
\r\nWe all have more time now to analyze rather than work in spreadsheets, but we are actually filling up our workload just as much as we were previously, but it’s more challenging and rewarding work now.
\r\nInstead of worrying about, “How do I get this data?” they’re worrying about, “What does this data mean and how can I use this to drive a better decision for Sonos?”\r\n"}}" id="text-882d66339d" class="cmp-text">
\r\nWe had a very manual process prior to using Anaplan. Everything was largely Excel driven, so it was very labor intensive. All the planners really spent a lot more time maintaining spreadsheets than they did actually planning. Our ability to create business scenarios to drive management and executive decisions around supply and demand was fairly limited.
\r\nWe were looking for a tool that would better enable that process, as well as our weekly planning—just tactical planning cycles and collaboration.
\r\nAnaplan has allowed us to put in checks and balances, capacity check, model component constraints in the tool. So we have a high level of confidence in the plan when we publish it to the business.
\r\nAnaplan enabled a very quick implementation. And then we’ve been able to actually scale the tool as we’ve gone live, so we’re planning ahead for increased complexity that we know is coming.
\r\nIt’s really transformed the way we’re working, particularly around our inventory management and internal collaboration with the supply chain team and our demand planning partners.
\r\nWe plan to a very stringent days-on-hand target in all of our distribution centers.
\r\nAnaplan is actually enabling us to better calculate the exact supply that’s needed to maintain that target inventory level.
\r\nIt’s also helped us to better recognize when our demand consumption is off, so we’re immediately tracking variances to that target inventory level in the future and can make immediate supply corrections.
\r\nThe biggest improvement that we’ve seen is our planning cycle time.
\r\nPrior to Anaplan it would sometimes take us two weeks before we could fully roll out a demand change. We’re now able to do that in one day, plus a day for the team in Asia to actually process on their end, and then we get the supply commitment back by the end of that week.
\r\nOur ability to collaborate internally is vastly improved, which reduces the stress level and really enables a better team relationship with all of us internally.
\r\nWe’re able to show off the work that we’ve done much, much better now with Anaplan.
\r\nSo it’s really enabling us to share the information more widely throughout the company—we’ve had progress in keeping inventory closer to target levels and publishing the plans, resulting in our financial teams to better project the financial impact of the supply plans.
\r\nWe all have more time now to analyze rather than work in spreadsheets, but we are actually filling up our workload just as much as we were previously, but it’s more challenging and rewarding work now.
\r\nInstead of worrying about, “How do I get this data?” they’re worrying about, “What does this data mean and how can I use this to drive a better decision for Sonos?”\r\n"}}" id="text-882d66339d" class="cmp-text">
我叫希瑟·威廉姆斯，是Sonos公司综合业务规划团队的负责人。
在使用anplan之前，我们有一个非常手工的过程。所有东西都主要是Excel驱动的，所以这是非常劳动密集型的。所有的计划者花在维护电子表格上的时间比他们实际做计划的时间要多得多。我们创建业务场景来驱动围绕供需的管理和执行决策的能力相当有限。
我们正在寻找一种工具，可以更好地实现这个过程，以及我们的每周计划——只是战术计划周期和协作。
anplan允许我们在工具中进行检查和平衡、能力检查、模型组件约束。所以当我们向企业发布计划时，我们对它有很高的信心。
anplan能够非常快速地实现。然后我们已经能够在实际运行时扩展工具，所以我们提前计划我们知道即将到来的增加的复杂性。
它确实改变了我们的工作方式，特别是在我们的库存管理以及与供应链团队和需求计划合作伙伴的内部协作方面。
我们计划在我们所有的配送中心制定一个非常严格的库存天数目标。
anplan实际上使我们能够更好地计算维持目标库存水平所需的确切供应量。
它还帮助我们更好地认识到什么时候我们的需求消耗减少了，所以我们可以立即跟踪未来目标库存水平的差异，并可以立即纠正供应。
我们看到的最大改进是我们的计划周期时间。
在anplan之前，我们有时需要两周的时间才能完全推出需求变化。我们现在可以在一天内完成，再加上亚洲团队在他们那边实际处理的一天，然后我们在那周结束前得到供应承诺。
我们的内部协作能力得到了极大的提高，这减少了压力水平，并真正使我们内部所有人之间的团队关系变得更好。
我们可以展示我们现在用anplan做得更好的工作。
因此，这确实使我们能够在整个公司更广泛地分享信息——我们在保持库存接近目标水平和发布计划方面取得了进展，从而使我们的财务团队能够更好地预测供应计划的财务影响。
我们现在都有更多的时间来分析，而不是在电子表格上工作，但实际上我们的工作量和以前一样多，但现在的工作更具挑战性和回报。
而不是担心，“我怎么得到这些数据?”，他们担心的是，“这些数据意味着什么，我如何利用这些数据为Sonos做出更好的决策?”
