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  1. until
    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
  2. 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
  3. until
    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
  4. DRAFT AGENDA Culture change: embedding transformation after the initial project Beginning with the end in mind...who will need to embody the change long-term and how to engage them? What factors can lead to slippage / reversion and 'muscle memory' reasserting itself? Can and should technology be used as an anchor for embedding change? 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
  5. DRAFT AGENDA Transformation roadmaps: projecting RoI & prioritising projects Capability audits & assessing priorities Balanced scoring of potential transformation initiatives Which projects first? Most likely to succeed or most potential RoI? 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-r
  6. DRAFT AGENDA Making the transformation business case to the board and senior management What is supply chain's 'voice' at board level and has that changed in light of the pandemic experience? What are the success factors for engaging board members and making a business case that will resonate? What role can benchmarking play? 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
  7. 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
  8. until
    Consolidating gains from pandemic-driven digital transformation What have been the biggest and best 'wins' from pandemic-driven steps towards digital transformation? How can these be consolidated? (informing next steps, building confidence, identifying obstacles...?) Can tools and systems help to embed new processes and behaviours? How? 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
  9. until
    Handling volatility: tuning up your S&OP and demand execution processes to stay in control A dial in discussion with a small group of senior leaders who play a strategic role in the S&OP process. We'll share ideas around best practice, but also experience around how things have best been adapted or transformed during 2020 to cope with volatility. 'Normal volatility’ vs pandemic-related volatility – how much worse is it? Importance of clear roles and empowerment for fast but controlled response Key aspects of the Demand Execution process The intelligence yo
  10. JP Doggett

    What Amazon Can't Do

    Natalie Berg, Founder of NBK Retail shared her analysis of the ecommerce and retail landscape and offered some ideas about how retailers and their supply chain partners can respond to the dominating presence of Amazon. Key points included: Amazon takes the ‘joy’ out of shopping: there is no browsing experience. “Even when customers don’t know it yet, they want something better” (Jeff Bezos 2017) Amazon can’t do curation. This is where specialist shops and experiential shopping will win customers. Physical shops are required to get close to the consumer - hence pr
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