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  1. until
    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
  2. 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
  3. until
    Even if you are very focused on a specific project or focus of supply chain enablement, it's important to see this in the context of a broader digitalisation roadmap. In the interdependent context of supply chain, it's vital to see the dependencies and to understand the target outcomes. In this discussion we explore how to visualise, position, and set a roadmap in place for success, ensuring outcomes meet objectives and avoiding missteps. For this discussion we' draw on expertise from SAP experts Olivehorse, and will involve a range of businesses looking at either wholesale transformation or s
  4. 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
  5. 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
  6. 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,
  7. 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
  8. DRAFT AGENDA S&OE - S&OP: balancing short- and longer-term planning horizons What works best in terms of synchronising cycles and managing information exchange between them? Best practice for roles & responsibilities, inc. when not possible to have distinct teams 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 fr
  9. DRAFT AGENDA Integrating external / big data for planning Dealing with volatility and compromised value of historical data Identifying reliable external data sources: customers, suppliers, indices, data providers...? Integrating, harmonising and harnessing external data into planning systems 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
  10. 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
  11. We know that a 3% improvement in OSA (on-shelf availability) prompts a 1% increase in sales so does anyone have a similar metric for forecast accuracy?
  12. 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
  13. JP Doggett

    IoT & blockchain use cases

    until
    IoT & blockchain use cases Where and how are IoT and blockchain being used effectively in supply chain? How robust is the business case for implementing IoT / blockchain projects and how to get started? 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
  14. until
    DDMRP & buffer stocks to manage demand volatility Limits of forecast accuracy Experience of managing decoupled buffer stocks 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
  15. Handling volatility: tuning up S&OP and demand execution Supply Chain INTENT Virtual Boardroom Discussion 26th November 2020 Discussion Leaders Lucy Jacobs, Oliver Wight Dawn Dent, Oliver Wight Discussion Summary Oliver Wight best practice is to have distinct processes to manage the Medium/ Long terms versus Short term Key elements discussed Establishing your Time Fence - where the cost to respond to change in demand is significant Long term – Demand planning and supply planning, supply meets demand Short term – Demand and supply execution, Priori
  16. 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
  17. 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
  18. How to manage impact of border closures & disruption to material availability?
  19. How to deal with uncertainty - scenario or plan?
  20. What to keep from the experience long-term i.e. lessons learned
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