Jump to content

From E2E visibility to orchestration

    

Data & analytics
JP Doggett

Supply disruption from the pandemic and Brexit has pushed end-to-end visibility to the fore but the real value is moving from a reactionary, defensive stance to being able to proactively orchestrate actions alongside your supply chain partners.

This discussion will explore how steps towards this ultimate vision, starting with what you already have.

Discussion Partner: Oracle_rgb_black.png

 AGENDA 

From E2E visibility to orchestration

  • Now: how best to leverage existing assets?
  • Next: maximising leverage from investments in E2E visibility
  • Beyond: what does E2E orchestration look like and how to get there?

 WHO FOR? 

Industry sectors: current practitioners from all sectors

Located: UK & Ireland

Org. size (annual T/O): medium to large, typically £500m+

Roles & remits: Heads of:  Supply Chain, Logistics, Analytics, Transformation responsible for end-to-end supply chain

 ABOUT INTENT DISCUSSIONS 

  • All discussions are private, held under the Chatham House Rule and moderated by INTENT with approx. 6-8 participants for 45-90 mins of candid, interactive discussion (not a passive webinar)
  • Some discussions include subject matter experts from member-recommended INTENT Partners, others are exchanges of best practice, experiences and ideas among practitioner members only
  • Discussions are shaped by participants according to their interests and questions
  • We may adjust participation to avoid competitive sensitivities and ensure productive discussion

 WHEN? 

Wednesday 19th May (11.00 BST / 12.00 CEST) and Thursday 17th June (14.00 BST / 15.00 CEST) for max. 90 minutes

Hosted by Intent

Guest expert: Vikram Singla, Strategy Director, Oracle

 

Request to join

 

Interested but can't make the date? Email us and we'll update you about future discussions.

 

  • Also...

    • JP Doggett
      By JP Doggett
      Although there continue to be many challenges in arriving at a robust plan in the first place, this discussion focused on how to close the gap with execution or, in other words, reduce time lag or latency of deviations from plan being predicted and detected to being successfully managed.
      Latency definition: how quickly can you predict something is going to happen? How quickly can it be filtered in the hierarchy? It’s fundamental to how the SC and finance are organised. Latency is a combination of data availability and process

       
      Latency -1 (predictive)
      Scenario planning is a key way to decrease latency and even predict demand.  Demand Sensing is another key part of the solution: in retail this can be social sensing. Social sensing gives you a picture what’s happening amongst consumers that is about to affect demand. In a manufacturing context this could be about introducing sensors to monitor real time consumption. Or in manufacturing, it can be about getting information on supply chain disruption, eg issues at the ports.  Latency +1 (responsive)
      The pandemic has pushed businesses towards short term decision making. But it’s the mid term (S&OP) monthly horizon will influence the profitability. Translating from demand forecast to ordering requires a reduction or elimination of silos. Latency is most often caused by layers of hierarchy. Siloed decision making is a very common challenge. Large businesses are often regionally siloed too - hence the recognition of need for a centralised decision making unit. 
      Be aware that the flip side of empowerment can be regionally made decisions that affect other parts of the global business.
      Latency challenges/causes
      Slower decision making is exacerbated when finance does not trust the IBP number as much as its own financial forecast. There is a growing convergence of finance into supply chain; often the CFO is the ‘co-pilot’ to the CEO. 
      Suggested approaches to IBP and reducing latency
      A ‘whole organisation’ approach: IBP cannot just be a supply chain project - it must be integral and understood by all functions. The more senior the sponsorship, the better the chance of success.  It’s important to maintain your customer promise: supply chain is therefore a part of that. Having a centre of excellence can be a good way to tie it all in. The COE should be made up of people outside of operational roles in order to be truly effective.  Adopting a design thinking approach to customer lifecycle management is a useful approach - this can help other functions better understand the value of supply chain in the context of the customer promise.  Cloud technology reduces latency by having fewer technology anachronisms - applications are up to date, and are automatically maintained. This reduces lag.  IBP requires a business case. To do this, it can be valuable to look at what will happen if nothing is done, what are the costs to inaction.  Do not overfocus on a single instance platform across a large organization. There can be multiple clouds, and technology can interface. Organisational structure & people emerging best practices
      Of course, technology is not the only lever available for closing the planning - execution gap: organisation structure and process design can either hinder or help the flow of critical information and the capability for prompt, informed decisions to be taken.
      High performing organisations often demonstrate a non-siloed structure whereby, instead of a traditional SCOR-based model, the focus is on end-to-end processes like IBP, O2C and increasingly omnichannel and process owners who are responsible for holistic optimisation. Critical areas for best-in-class cross-functional alignment include product / service innovation, fulfilment & aftercare and planning. Increasingly these teams have business partners who, for example, have both a deep, systematic understanding of supply chain operations and financial control to bridge those potential silos. These are often supported by Centres of Excellence, particularly for analytics which major on optimising segmentation, cost-to-serve and customer behaviour. For planners in particular, it pays dividends not to confuse planning and execution and recognise that scheduling is not the same as planning as the latter requires particular skill sets around cross-functional communication in particular. Planners are likely to be more effective if they think and talk like business owners in terms of customer experience and profitability rather than a narrow focus on, for example, improving OTIF scores by a couple of points. 210414 IBPX Oracle Intent roundtable v1 (1).pdf
    • JP Doggett
      By JP Doggett
      Summary of a virtual boardroom hosted by Bryan Harris from PredictHQ on How in-person events can signal demand recovery 
      Context & current approach to demand sensing

      The three-stage maturity model above allowed us to assess at what stage participants were at with regard to demand sensing with all being somewhere to the left of the centre of this spectrum. Typically, this included:
      a blend of conventional forecasting (using ePOS and historical data) and demand sensing methods where more external data sources are being included; sometimes, a ‘tsunami’ of data but challenges in distinguishing between signal and noise; challenges in recalibrating the connection between lead demand indicators and consumer behaviour as this has been altered by the pandemic and is still a moving target. For example, whether the trend for home-based consumption displacing other channels is long-term or will eventually revert to pre-pandemic levels?; similarly, the impact of promotions is harder to forecast and decompose into what’s actually driving any uptick - the promotion or other coincidental factors?; a unanimous desire to further explore and improve demand sensing capabilities How in-attendance events can be harnessed to improve forecast accuracy
      Most demand sensing data sources will incorporate publicly available data like public holidays and the weather but in-attendance / ticketed events take this to the next level to offer more granular and location-specific insights on likely demand patterns globally, regionally, nationally and even locally; Typically, an initial pilot project evaluates the correlation between event types and demand, either with an in-house team or in conjunction with an outsourced analytics provider as these will be unique to each organisation, product family, SKUs and markets; This has two main outputs: greater clarity in understanding the drivers of demand which are already captured in seasonality adjustments and improved forecast accuracy usually between 0.2% - 2% as determined by the organisation’s existing accuracy metrics; As more data and forecasts are done, the specific event types and properties which have the most impact on demand become clearer; This is also being extended to non-ticketed events such as TV sports broadcasts which will have different implications for demand depending on multiple location-based factors; For unscheduled and inherently unpredictable events, it is possible to better grasp the impacts as and when they occur.
        Bryan will be hosting a series of roundtables on demand sensing at our London Member Meeting on 14 September.
    • JP Doggett
      By JP Doggett
      Supply disruption from the pandemic and Brexit has pushed end-to-end visibility to the fore but the real value is moving from a reactionary, defensive stance to being able to proactively orchestrate actions alongside your supply chain partners.
      This discussion will explore how steps towards this ultimate vision, starting with what you already have.
      Discussion Partner: 
       AGENDA 
      From E2E visibility to orchestration
      Now: how best to leverage existing assets? Next: maximising leverage from investments in E2E visibility Beyond: what does E2E orchestration look like and how to get there?  WHO FOR? 
      Industry sectors: current practitioners from all sectors
      Located: UK & Ireland
      Org. size (annual T/O): medium to large, typically £500m+
      Roles & remits: Heads of:  Supply Chain, Logistics, Analytics, Transformation responsible for end-to-end supply chain
       ABOUT INTENT DISCUSSIONS 
      All discussions are private, held under the Chatham House Rule and moderated by INTENT with approx. 6-8 participants for 45-90 mins of candid, interactive discussion (not a passive webinar) Some discussions include subject matter experts from member-recommended INTENT Partners, others are exchanges of best practice, experiences and ideas among practitioner members only Discussions are shaped by participants according to their interests and questions We may adjust participation to avoid competitive sensitivities and ensure productive discussion  WHEN? 
      Wednesday 19th May (11.00 BST / 12.00 CEST) & Thursday 17th June (14.00 BST / 15.00 CEST) for max. 90 minutes
      Hosted by Intent
      Guest expert: Vikram Singla, Strategy Director, Oracle
       
      Request to join
       
      Interested but can't make the date? Email us and we'll update you about future discussions.
       
    • JP Doggett
      By JP Doggett
      The disconnect between plans and reality often undermine confidence in the effectiveness of planning processes. One of the main causes of this disconnect is latency in decision-making: the time between an event being detected (or predicted) and action being taken.
      This discussion will explore how this gap can be closed using an integrated  business planning and execution framework which can realise value from investments in IoT and AI.
      Discussion Partner: 
       AGENDA 
      IBPX: closing the gap between planning and execution
      Identifying principle causes of latency, including lack of: visibility scenario planning agility siloed responses Quantifying the implications for working capital and the bottom line How IoT, AI and prescriptive planning reduce latency within and IBPX framework Required foundations, roadmaps and next steps Juniper Networks case study
       WHO FOR? 
      Industry sectors: current practitioners from all sectors
      Located: UK & Ireland
      Org. size (annual T/O): most relevant for larger, more complex supply chains, typically £1bn+
      Roles & remits: Heads of:  Supply Chain, Logistics, Analytics, Transformation with a role in designing and implementing analytics capabilities
       ABOUT INTENT DISCUSSIONS 
      All discussions are private, held under the Chatham House Rule and moderated by INTENT with approx. 4-6 participants for 45-90 mins of candid, interactive discussion (not a passive webinar) Some discussions include subject matter experts from member-recommended INTENT Partners, others are exchanges of best practice, experiences and ideas among practitioner members only Discussions are shaped by participants according to their interests and questions We may adjust participation to avoid competitive sensitivities and ensure productive discussion  WHEN? 
      Tuesday 15th June (14.00 BST / 15.00 CEST) for max. 90 minutes
      Hosted by Intent
      Guest expert: Vikram Singla, Strategy Director, Oracle
       
      Request to join
       
      Interested but can't make the date? Email us and we'll update you about future discussions.
       
       
×
×
  • Create New...