End-to-End Cost and Profitability Performance
Supply Chain Cost Analysis

Companies often work to optimize costs in functional silos, but these discrete efforts risk driving costs down one silo while increasing them in another – resulting in an overall negative bottom-line impact. Taking effective cost actions requires transparency across the supply chain that connects data from purchasing, procurement, transportation, logistics, sales, customer service, and other value-added services to create an end-to-end connected view of costs.

For supply chain finance teams, ImpactECS brings together manufacturing and distribution information into a comprehensive, product-centric view of the total cost for making and moving your goods. By connecting product cost and logistics data, you can drive efficiencies and productivity improvements that consider both your individual department goals and the overall performance of your company. Leveraging end-to-end supply chain cost visibility allows you to identify initiatives that achieve individual department goals and drive overall enterprise improvements.

ImpactECS provides this end-to-end supply chain cost transparency and delivers insights by contextualizing cost by product and customer.

What costs are incurred by each product as they move through your supply chain

What drives of the cost incurred at each step in the supply chain

How customer specific requirements uniquely drive supply chain costs

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  • Eliminate cost data silos: Integrate costs for procurement, inventory, transportation, customer service, and other value-added services for your products and services in a single cost view.
  • Improve supply chain cost visibility: Calculate and maintain detailed answers for internal and external costs at each supply chain step to identify opportunities and inform decisions.
  • Simulate supply chain cost performance: Adjust any internal or external cost value in the model to learn the P&L impact of changes across the value chain – suppliers, operations, distribution, cost-to-serve, support activities, and profit.
  • Root cause analytics: Go beyond visualizing high-level cost performance and drill into the details to identify the exact drivers of cost across the supply chain.

Finance Leaders Roundtable – Product Costing for Modern Finance Teams

With 93% of organizations currently engaged in, or planning programs, to improve the quality of their cost information, it’s no surprise that finance leaders are keenly focused on the effects of product costs on their overall performance.

Check out this recorded discussion featuring forward-looking finance leaders that have made a positive impact on their organization’s performance by understanding the rules, tools, and data necessary to make informed tactical and strategic decisions.

Resources

Harvard Business Review: 7 Lessons on Dynamic Pricing (Courtesy of Bruce Springsteen)

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FP&A Trends: Automation in FP&A: If You Want to Go Far, Go Together

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CFO Magazine: 80% of CFOs Expect Cost Pressures to Persist Into Next Year: Weekly Stat

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CFO Dive: Nearly Half of CFOs Ditching Just-in-Time Supply Chains: Study

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CFO Magazine: A CFO’s Guide to Business Transformation

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Harvard Business Review: 3 Stages of a Successful Digital Transformation

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