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    We're in the midst of the perfect storm for physical supply chain: constrained supply, disrupted routing, enhanced compliance, and global health risks. All of which have created price spikes, reneged contracts, and a flipping of control between shipper and importer. All importers are now re-examining strategy to see through the current turbulence, and to mitigate future risks. If agility means having options, and resilience means being able to mitigate risks to avoid crisis, then it can certainly make sense to reconsider international import logistics to seek visibility, alternative routing, a
  3. Ed Lawson

    Driving Planning Effectiveness

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    In our many recent planning discussions, we've found that process, cross functional buy-in, demonstrable ROI and ongoing adjustments are fundamental building blocks to effective and efficient planning. Buy-in to process is of course the keystone, but constant monitoring of effectiveness can ensure the organisation continues to move together to the agreed goal. Knowing where you sit at present by conducting an audit can expose some of the inefficiencies and ensure you are exploiting systems and good process to their full potential. Remaining objective and using reference points from outside the
  4. 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
  5. JP Doggett

    'True' cost-to-serve

    Summary of a discussion hosted on 20th May with Intent members and guest experts Richard Thompson and Dan Levy of CadDo. Market context and typical challenges A typical CTS measures logistics, but not the full e2e picture - the ‘field to fork’ measure. This can become very complex very quickly, but more companies are now moving towards measuring this. Why? These calculations can then drive commercial teams to price deals, better inform the budgeting process, inform how customers should be serviced most profitably, and can also feed into ESG reporting. For many, Covid has brought
  6. JP Doggett

    From E2E visibility to orchestration

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    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
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    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 l
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    Every supply chain has its idiosyncrasies, every organisation its own patterns of demand and forecasting. There's therefore no fixed way to rate or select 'the best' planning tool - rather you must select the best tool for your organisation. This session is aimed at those who know there is a need for a planning solution or a change of tool; who are evaluating the best options and beginning the process of shortlisting or narrowing down the search. We'll look at selection process and methodology, looking at scorecasrd frameworks that can help prioritise and narrow the field. We'll draw on expert
  9. JP Doggett

    Next-gen omnichannel retailing

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    The pandemic has prompted a shift to non-store channels, including delivery and click & collect, accelerating a trend that was already well established. For many, the response has been tactical with a 'whatever it takes' approach to serving customers however they wish. In tandem with the drive to reduce waste, there are important questions about whether the status quo is sustainable or whether a fundamental re-think and re-design of supply chain operations, enabled by digital technologies, is now an urgent priority. If so, how? AGENDA Next-gen omnichannel retailing - e2e visibi
  10. Output from a member discussion hosted on 22nd April by Aleem Bandali of o9 Solutions: What does next-gen omnichannel retailing look like? There are two main parts: The customer-facing aspect where the customer must feel that they are engaging with a single, seamless entity. A lot of work has gone into this aspect already; The back end infrastructure which, if anything, is more important as it should keep the brand's promise and this is where a lot of work still needs to be done. The key is not thinking about supply chain in isolation but everything - planning, commercial
  11. 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 planni
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    As we witness piecemeal recovery from the pandemic, and extreme fluctuation due to localised lock downs and restrictions and their effect on consumer behaviour, it's become even more vital to know what's coming next, and where demand will come from. Ticketed events can yield early insight into recovery, acting as a vital data source for those who need to pick up early market signals to be able to avoid shortages and manage supply. In this discussion we'll discuss what insights some companies are already gleaning from events, whilst sharing key intelligence on what events tell us, how you can b
  13. Summary of discussions hosted by Dawn Dent, Lucy Jacobs and Neil Hill of Oliver Wight with members from Novocure, Johnson & Johnson, Solvay, Cummins, Atlas Copco, Axalta Coating Systems, Coca-Cola European Partners, Unilever, Henkel, PZ Cussons, Pentland Brands, Marks & Spencer, Diageo, JCB, Arla Foods, Animalcare, Tupperware Brands and Sony Pictures Entertainment. Not losing sight of the bigger picture - integrating S&OE with S&OP It has been easy to become fixated on forecasting demand and so lose sight of end to end capacity and constraints. It's vital to take a
  14. JP Doggett

    Living with Amazon

    DRAFT AGENDA Living with Amazon The Amazon dilemma: expensive but too big to ignore What are the realistic alternatives? Taming the beast: how to optimise and manage the Amazon channel 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
  15. SCHEDULED: 29TH APRIL A dial in discussion with a small group of senior leaders who play a strategic role in the S&OP / IBP process. We'll share ideas around best practice, but also experience around how things have best been adapted or transformed to cope with volatility. AGENDA Managing supply chain volatility & execution Understand how to manage supply planning with scenarios, capacity, capability, and buffers Discover the key aspects of the supply execution process Recognise how to embed supply execution learnings into the medium-term planning pr
  16. JP Doggett

    Adaptive logistics

    DRAFT AGENDA Adaptive logistics Strategic drivers? (cost, customer experience, compliance, carbon footprint and human capital) Tactical drivers (business model evolution, Brexit, pandemic-driven volatility) Adaptive Logistics - plan and adapt to disruptions and execute to exceed expectations: Retaining customers' trust with proactive advice on changes to ETAs (Estimated Time of Arrival) leveraging AI and incorporating external data e.g. incidents such as port closures etc. IoT for fleet monitoring, quality a
  17. DRAFT AGENDA DDMRP & buffer stocks to manage demand volatility Limits of forecast accuracy Implications of shifting towards a demand-driven approach Experience of managing decoupled buffer stocks 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
  18. DRAFT AGENDA Demand sensing for short-term forecasting Using machine learning to detect signals from current data e.g. daily PoS What needs to be in place for demand sensing to be effective? Implications for planning cycles and processes 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 IN
  19. Summary of a member discussion held on 17th March with expert insight from Sam Greenhalgh of Zencargo. Key points: Covid highlighted visibility gaps; it might be about mitigating cost or it might be about ensuring provision of supply Ecommerce spike has increased inbound volumes by 43% (in the US), coupled with port congestion its taking longer to discharge containers and get empty equipment back into circulation causes the rates to remain at elevated levels. There is some light with rates showing a decline coming into Q2. - we’re still in middle of bullwhip effect Some
  20. DRAFT AGENDA Digital twins for scenario modelling and predictive analytics Integrating ERP data using a big data approach to create a one-to-one digital twin of the supply chain Striking the right balance between excessive complexity and sufficient granularity Next-level supply chain analytics and scenario modelling From descriptive to predictive analytics 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
  21. Technologies promising to revolutionise the way we do business emerge at an ever-increasing pace, IoT, AI, ML and Blockchain are but a few of such innovations. While much is written and said about the potential benefits from the latest technology leap, realisation at scale lack behind the envisioned potential, and most organisations still have a long path ahead of them before realising the much-vaunted Autonomous Supply Chain ambition. The difference in vision and reality is caused by a multitude of reasons, ranging from unclear goals, misunderstood current capabilities to unrealistic exp
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    A dial in discussion with a small group of senior leaders who play a strategic role in the S&OP / IBP process. We'll share ideas around best practice, but also experience around how things have best been adapted or transformed to cope with volatility. AGENDA Disrupted supply chain: how to manage volatility and execution in challenging environments Understand how to manage supply planning with scenarios, capacity, capability, and buffers Discover the key aspects of the supply execution process Recognise how to embed supply execution learnings into the medium-te
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    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 l
  24. Summary of a discussion on 11th March with members from General Mills, Atlas Copco, Corbion, Aston Martin, Unilever, Alstom, GSK focusing on an implementation of concurrent led by Ayse Gul at British American Tobacco with Alexis Rotenberg of Kinaxis. What participants wanted to improve about their current planning processes Visibility and responsiveness to demand and supply volatility i.e. agility Scenario modelling capability including financial impacts Data-driven decisions Integration of planning & execution Key takeaways Concurrent p
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    In the past few months, the cost of freight has hit sudden, all-time highs, rendering regular budget planning impossible. How can we get better visibility of costs to pre-empt and avoid additional expense? AGENDA Derisking freight cost volatility with e2e, SKU-level visibility What drives unexpected costs to your freight spend? Blind spots: what's preventing or limiting visibility and how can these be eliminated? Data sources: which sources are most reliable and practical for better visibility e.g. real-time satellite data or supplier updates? Examples of da
  26. Perfect Delivery - multichannel order orchestration, incorporating 3rd party data & scenario planning SupplyChainINTENT Virtual Boardroom Discussion 03/03/21 With Expert Input from Vikram Singla, Oracle Multichannel / D2C order orchestration Drivers for multi-channel / D2C models Investments in this area are often easiest to justify in the context of customer experience and the data/insight that direct contact brings, particularly if channel partners are providing limited data on end customers Customisation and personalisation can both help establish a D2C
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