What needs improvement with Campfire Interactive?

I wouldn't say there are any system issues. There are minor enhancements that we request from time to time, and the Campfire team collaborates with us on those. These enhancements are not system issues; rather, they are opportunities for us to learn how to utilize the system more effectively. As a result, we come up with requests to add different cost categories and additional reporting functionality. When I think about the system, I focus less on issues and more on how the Campfire client integrates it into their business processes and trains users to use it correctly. This integration is really the key point; it's all about how the client incorporates the product into their workflows. Regarding BI Reporting, the standard reporting module within Campfire Interactive primarily gives you an Excel data dump, and while there are some visualizations for creating dashboards, I found those limited for my needs. We started presenting the data to Microsoft Power BI, which is much better for generating the reports I want. The forecast accuracy of Campfire Interactive has been generally good, with no significant issues. However, there are some improvements we could make to achieve more granular data. For example, we have parts that are common to multiple vehicle programs, but the system does not allow for custom volume settings for each program. I've used other systems and each has its pros and cons. Campfire advantages include speed and an easy to use price table. One area for improvement would be the integration of actuals from our ERP systems. There is currently no interface within the Campfire application to assist with the alignment of actual ship records with the forecast part records.

I am disappointed with Campfire Interactive on an overall basis. Currently, the application itself is not serving the needs of the global sales organization in the way that I need. The areas of improvement for Campfire Interactive are in cycle plan management, forward model and backlog planning, user interface and usability, records management, price bump chart flexibility, and creation and facilitation of reports management. I see a specific need for further iterative development and upgrading in Campfire Interactive regarding the connectivity from SNP/IHS. SNP just acquired IHS, and the normalization of the importation of SNP records, or unique IDs. Aligning that across multiple vehicles and multiple powertrain opportunities would reduce the amount of input and time from salespeople and reduce database management time. This would allow us to increase the amount of analysis time. Currently, it requires intensive data management, and it doesn't help me accomplish what I need for forward model and cycle planning. I can complete in Excel in an hour what might take me six hours in Campfire Interactive. It's super easy to scale, but it's not useful when you scale it because the system interface is poor.

I've had recent discussions with the leadership team at Campfire Interactive about several issues. They're fully aware of my displeasure with certain things. Some concerns are not related to the tool itself, although there are some aspects that could be better with the tool. The issues are more related to technical service, specifically when we have an issue or problem with the tool, the communication gap, and the follow-through on issues that need improvement. They're fully aware of that concern, and they're doing things to address it. From a technical standpoint, there are some limitations within the tool that are somewhat out of Campfire Interactive's control because it's a complicated industry to try and have one solution that fits all vendors. There are times when we go to execute reports from their system, and the data does not generate as expected. When that happens, we have to inform the Campfire Interactive IT or Support group what the failure is. They have to research and come back to us. In the meantime, we have 2, 4, 6, maybe 12 hours of downtime where people around the world are trying to use the system. Though it affects less than 50 people, these instances are frustrating.

I recently discussed with them the need for better KPI measurements in the automotive world. A big KPI in the automotive world is the bookings of the future years, and we measure that not in annual revenue but in the lifetime of any given vehicle. Let's say, on average, a vehicle is in the market for five years, so we add up the five years of revenue that is generated with that vehicle. Every region and every account has targets where they have to say, "I'm going to source amount x in the upcoming year." This LOP calculation is not easily done because IHS also has limitations, so right now, it only projects out till 2031 or 2032. For instance, if we launch a program in 2028 that starts in 2030, only two years of data can be seen, and I cannot calculate the life of program revenue. We discussed it with them. They are looking into AI to make longer projections possible and to also improve the quality of the data that we have in the system to calculate this LOP based on historical data or IHS information. They had people who trained our staff, and some people, even though located in the US, were working 24/7 to accommodate our needs in Asia or Europe. These same people also had to implement the system and not just train, which I thought was a bit too much for people to handle. I told them that it would be beneficial to have someone in Asia or Europe to do those types of training during the time when those regions are working. They can have a hotline for simple questions. Sometimes, simple questions disrupt complex tasks. Having dedicated resources for basic inquiries could alleviate this issue. Additionally, it could be beneficial to have training videos within the system to handle routine questions instead of constantly bugging the people who are supposed to do way more complex things than that.