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Found 12 results

  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. 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
  3. 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,
  4. 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
  5. DRAFT AGENDA From S&OP to IBP: integrating other finance & commercial Forecasting and planning by volume AND value Adapting roles and processes Who should own the forecast? How and when to escalate contested decisions? 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-recommende
  6. 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
  7. 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
  8. 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
  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

    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
  11. 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
  12. 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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