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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. 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
  4. 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
  5. until
    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
  6. 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
  7. 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,
  8. JP Doggett

    From E2E visibility to orchestration

    until
    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
  9. 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
  10. 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
  11. DRAFT AGENDA Trade compliance automation & no-touch processing What are the main sticking points related to the Trader Support System for Northern Ireland and Good Vehicle Movement Service? Current approaches to streamlining & automating declarations and associated records? Business case for upgrading IT systems to enable no-touch compliance processing Which trade compliance systems are members using or interested in? ABOUT INTENT DISCUSSIONS All discussions are private, held under the Chatham House Rule
  12. 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
  13. The adjustment to post-Brexit trading arrangements is taking up a lot of time, energy and expense so we hosted a practitioner-only discussion on Wednesday 17th February to share insights into how best to adapt. At this stage, challenges mostly relate to fully understanding the new requirements and dealing with them as they arise but, as the situation stabilises, it will be necessary to evaluate how systems and processes should change, particularly with regard to automation. Here are the key points from the discussion: TSS / NI trade Shared frustration about TSS’ responsive
  14. 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
  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

    Machine learning for root cause analysis

    until
    Machine learning for root cause analysis Role of human bias in root cause attribution Highest potential applications: order processing, warehouse operations, customer delivery, vendor management? 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 for an optimal discussion group
  19. 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
  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. Profitable ecommerce strategies Summary notes from Intent Group Virtual Boardroom Discussion on 17/11/20 Hosted by Ed Lawson, Intent Group Guest expert: Louisa Hosegood, Digital and Strategy Director, Bis Henderson Ecomm / D2C drivers & lessons learned Consolidating pandemic gains: the pandemic has driven many recent ecomm/D2C initiatives but often in an improvisational way that isn’t sustainable long-term. The challenge now is to understand how much pandemic-instigated behaviour will stick and how to consolidate recent innovations on more solid foundations;
  22. 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
  23. Ed Lawson

    Future-proof logistics

    We hosted a discussion with Alastair Isbister and Richard Parkins of Great Bear Distribution around Future-proofing logistics in May 2020. The discussion centred around the fact that flexibility will be a greater requirement than it has been, that changes will be accelerated, and this should promote digitalisation, automation, and innovation! Points discussed include: What factors are shaping the future operating context for logistics strategy? Pandemic impact: lockdowns, border closures demand skews, channel & format switching volatility /
  24. What are the common barriers for clients attempting to adopt ML/AI?
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