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    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
  2. IBP: zero latency for availability & working capital An online, virtual boardroom discussion with SC Leaders, run under the Chatham House Rule by Intent Group on 09/06/20. With thanks to Vikram Singla of Oracle and David Lechleiter for leading the discussion. Chaired by JP Doggett, Intent Group. Key takeaways Trust: there must be trust in the forecast. To have trust in the plan it must be simple and quick to interpret. A forecast should be a plan, not an output from a model. Speed of scenario modelling, S&OP process, is a key challenge, otherwise the busines
  3. Intent Group Virtual Boardroom, 19th May 2020 Our thanks to Dawn Dent and Lucy Jacobs at Oliver Wight for hosting this discussion. Top Takeaways Three concurrent processes are required to manage the short-, medium- and long-term horizons. Integrated Business Planning (IBP) should NOT be owned by SC but by the CEO. Each Review should be chaired by the relevant Exec Team member. SC should not be in the demand management review The Exec should approve the rules of engagement for decision making - what are the criteria for escalating
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