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  1. until
    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
  2. 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
  3. 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
  4. until
    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
  5. until
    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. How has a concurrent (as opposed to linear or sequential) planning approach helped and what was the journey to from business case to implementation? AGENDA Concurrent planning in practice - selection,
  6. JP Doggett

    Next-gen omnichannel retailing

    until
    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
  7. SCHEDULED: 27TH APRIL 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 u
  8. JP Doggett

    Dynamic network design

    Recent progress with Covid-19 vaccination is nothing but positive but we are still likely to encounter more volatility of supply conditions in future. Therefore, the idea that your network is something you review every two or three years won't work in this scenario and, instead, a more frequent and dynamic network design planning process will be required. DRAFT AGENDA Transformation for Resilience Up-stream sourcing strategy: China + 1? How to diversify? How to adapt network design processes? Data lakes, dashboards & scenario analyses 'Supp
  9. DRAFT AGENDA Continuous / concurrent / non-sequential planning Volatility driving the need for shorter planning cycles and greater agility Aligning data so that a change in one attribute cascades across the rest of the supply chain in real time On demand scenario modelling Closing planning & execution gaps 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 w
  10. DRAFT AGENDA Supply sensing & real-time risk monitoring Early detection of adverse events beyond your supplier's supplier Screening for potential issues and risks How machine learning and IoT enable a broader scope and deeper visibility 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
  11. until
    Discussion Partner: Perfect delivery – order orchestration & adaptive logistics (for current practitioners only) The global pandemic has expedited the evolution of business models especially direct to consumer and highlighted the impact of interruptions on service and critical supply levels, in addition to impacts from climate change, social unrest, cyber and physical attacks on assets. Brexit adds to the volatility. To manage these risks and retain customers' trust, supply chain practitioners need greater visibility and traceability to profitably and promptly satisfy demand
  12. until
    Perfect delivery – adaptive logistics and trade compliance (for current practitioners only) 25th Feb & 3rd March The global pandemic has expedited the evolution of business models especially direct to consumer and highlighted the impact of interruptions on service and critical supply levels, in addition to impacts from climate change, social unrest, cyber and physical attacks on assets. Brexit adds to the volatility. To manage these risks and retain customers' trust, supply chain practitioners need greater visibility and traceability to profitably and promptly satisfy demand
  13. Summary of a practitioner only discussion held on 3rd February 2021 with members from Unilever, Kraft Heinz, General Mills, Corbion, Tate & Lyle and O-I: What has worked to manage the balance between S&OE & S&OP? Dedicated focus on reinforcing S&OE, often by centralising and formalising roles and escalation / de-escalation processes and triggers; Demand managers aggregate the demand but product managers (with P&L) responsibility decide which segments, customers and products to prioritise; S&OP meetings sometimes had longer horizons up to ten y
  14. JP Doggett

    Dynamic network design

    until
    Dynamic network design - agility & resilience for 'new normal' Recent news about Covid-19 vaccines is nothing but positive but we are still likely to encounter more volatility of supply conditions in future. Therefore, the idea that your network is something you review every two or three years won't work in this scenario and, instead, a more frequent and dynamic network design planning process will be required. Up-stream sourcing strategy: China + 1? How to diversify? How to adapt network design processes? Data lakes, dashboards & scenario analyses 'Supply sensin
  15. JP Doggett

    Concurrent planning

    until
    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? We aim for 5-8 active discussion participants. Others ma
  16. Perfect Delivery - order orchestration, adaptive logistics and trade compliance SupplyChainINTENT Virtual Boardroom Discussion 20/1/21 With Expert Input from Vikram Singla, Oracle Discussion Summary Building blocks for digitally-enabled logistics platforms are: A dynamic operating model built around end-to-end processes rather than traditional silos Zero latency business processes with early event detection and rapid response Cloud-based infrastructure for continuous capability upgrades, integration / overlays of disparate systems and sensor data (
  17. until
    Perfect delivery – order orchestration, adaptive logistics and trade compliance (for current practitioners only) The global pandemic has expedited the evolution of business models especially direct to consumer and highlighted the impact of interruptions on service and critical supply levels, in addition to impacts from climate change, social unrest, cyber and physical attacks on assets. Whatever the final outcome, Brexit will add to the volatility. To manage these risks and retain customers' trust, supply chain practitioners need greater visibility and traceability to profitably and
  18. JP Doggett

    Adaptive logistics with AI and IoT

    until
    Adaptive logistics with AI and IoT Leveraging AI and incorporating external data to enable proactive customer advice on ETAs IoT for fleet monitoring, quality assurance and near real-time response Transport orchestration and integration with 3PLs Moderated by Intent, this is an interactive discussion for practitioners to share experience and ideas. It is shaped by participants' input with opportunities to continue conversations with individual participants afterwards. Request to join* Would like to join but can't make the date? *we may adjust participation
  19. until
    Resilience: what are the practical implications for digitalisation roadmaps? Early warning of disruption - where and how have digital technologies had most impact? Agile response - which elements of supply chain should be prioritised? Resilient AND lean? How to quantify the value of resilience compared to a lean operating model? Moderated by Intent, this is an interactive discussion for practitioners to share experience and ideas. It is shaped by participants' input with opportunities to continue conversations with individual participants afterwards. Request to join*
  20. JP Doggett

    Next-gen omnichannel retailing

    until
    Next-gen omnichannel retailing - e2e visibility & demand shaping (for current practitioners only)* 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 te
  21. Takeaways and Key Points Participants Chair, JP Doggett, Intent Group Host: Claire Milner, Kinaxis Host; Dave Platt, Kinaxis Intro Volatility is not new. We need a new way to think about SC that enables us to be more agile. Being agile enough to deal with uncertainty is the goal. Is Covid a one off? We don’t know. It's about being ready for what comes. Agile tech, good process, all help prepare companies for what comes. What are the obstacles to dealing with volatility? Being target driven: facing up to the reality. Nobody wants to bring bad news. Pushing f
  22. JP Doggett

    Concurrent planning

    until
    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? We aim for 5-8 active discussion participants. Others ma
  23. until
    Strategies to build and sustain profitable ecomm operations: increasing ecomm volume whilst maintaining a hold on cost A focused discussion intended to share experience and strategies to build on or increase ecomm volumes. As ecomm has been turbocharged in 2020, accelerating existing channel growth or even launching new ecomm channels for many, it's important to keep a handle on costs, and get the model right from customer promise through to execution. There have been many hard lessons learned in this space, spanning fundamental model through to final mile. Uniting supply chain and cus
  24. Ed Lawson

    Ecomm warehouse vs: integrated?

    until
    Ecomm warehouse vs: integrated? Which strategy will provide the best future proof strategy? A discussion around the pros and cons of integrated warehousing. Which solution best supports your future growth given the current trends? Stock visibility and single stock pool: advantages of the approach Flexibility to the model - how can you ensure your plans are agile to cope with future change? A focused discussion, chaired by Ed Lawson of SupplyChainINTENT, held under the Chatham House Rule, with guest expert Alastair Isbister, CEO of Great Bear. Who is this session fo
  25. JP Doggett

    Continuous enterprise planning / IBP

    until
    Continuous enterprise planning / IBP (for current practitioners only) In an era of unprecedented volatility, effective planning is not just more difficult but also more necessary and strategic to optimise working capital through coordinated action. Traditional approaches have not always delivered on the promised outcomes and modern business process approaches are required more than ever. Cloud and emerging technologies connect functions and data in real-time, making the process more agile and responsive to changing circumstances. This discussion will explore: inherently d
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