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While in Pharma Supply Chain the Supply Chain (e.g. Planning and Logistics) have been traditionally separated, in a world that is increasingly putting the final customer at the centre of everything, is there a point in merging them? And, if so, what are the pros and cons?
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Our series of sessions exploring how demand forecasting and S&OP / IBP need to adapt to current conditions have highlighted the vital role that fast and accurate data is playing so we've scheduled more practitioner discussions exploring both what can be done in the short-term and how ML/AI can automate data processes in future.

Join a small group of fellow supply chain practitioners to discuss:

IBP: zero latency for availability & working capital - register

- 29th May 11.00 - 12.30 BST / 12.00 - 13.30 CEST<br style="color:#999999">- 2nd June 11.00 - 12.30 BST / 12.00 - 13.30 CEST<br style="color:#999999">- 9th June 11.00 - 12.30 BST / 12.00 - 13.30 CEST


How to reduce latency when pulling data from multiple sources?

How to get greater granularity for customer segments?

How to provide a single view to all participants through unified data model?

How to embed ML / AI / IoT etc. to detect events and manage performance?

Hosted by:

David Yves Lechleiter, Former VP Supply Chain, GSK Vaccines

Vikram Singla, Strategy Director, Oracle
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Claire Milner hosts discussion on concurrent planning
Concurrent planning in the age of volatility & disruption

The Covid experience has underlined the importance of agility and being able to adapt to changing circumstances. In many cases, existing S&OP / IBP processes have struggled with a much higher demand for scenarios, cycles having to begin before the previous cycle is finished and a highly unusual operating context requiring decisions to be escalated or reviewed more frequently. 

Can a concurrent (as opposed to linear or sequential) planning approach help? How?

In this practitioner discussion, approx. 6-10 participants will address key questions including:

How does concurrent planning manage volatility?

What are the barriers faced when starting a transformation project? Time to value, size of project, technology, change management etc.?

What role should emerging technologies have and how can concurrent planning be future proofed?SIGN UP

The discussion leaders will be:

Claire Milner, SVP EMEA, Kinaxis 

Supply Chain Practitioner (tbc)

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Should SC be in the demand review?
Where and how should SC be involved in IBP?

IBP should not be owned by SC. There is a tendency for this to ‘slide’ to SC because SC wants a formal process to generate a realistic plan and feel S&M tend to be aspirational/optimistic. SC then becomes the constraining factor of ‘what could be possible’.

Should SC be involved in the demand forecasting process?

SC should not be in the demand management review. It’s important for commercial teams to think about ‘how good could things get’ before considering supply constraints otherwise the gap is never made clear which means opportunities may be lost and/or supply constraints are not fundamentally addressed / taken as fixed. SC may have input - perhaps by providing data on orders - but no seat. In smaller companies where people may have multiple roles, it’s vital that they remember which ‘hat’ they are wearing at each stage of the process.

See Oliver Wight COVID-19 Support Hub for more advice:

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