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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 Transformation as a formal function and agile process Building the right transformation team and skill set - leaders, managers and experts Transformation as a formal, cadenced process akin to S&OP Governance of interaction with other functions 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
  5. 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
  6. 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
  7. 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
  8. 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
  9. 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
  10. Ed Lawson

    Demand forecasting

    until
    Demand forecasting: navigating to consensus A Huddle Discussion hosted by Intent Group, open to supply chain practitioners. A group of 6-8 practitioners will share thinking views, ideas and their own experiences. This discussion picks up on key themes discussed in other similar sessions, zoning in on the most challenging and interesting points! Our agenda: Who should own the forecast? How to get buy in for a consensus output How can we build more trust in the forecast? What is the speed vs. accuracy playoff? How much scenario planning is producti
  11. JP Doggett

    IBP: zero latency

    until
    Our series of sessions exploring how demand forecasting and S&OP / IBP need to adapt to current conditions have highlighted the vital role that fast and accurate data is playing so we've scheduled more practitioner discussions exploring both what can be done in the short-term and how ML/AI can automate data processes in future. Join a small group of fellow supply chain practitioners to discuss: IBP: zero latency for availability & working capital- 9th June 11.00 - 12.30 BST / 12.00 - 13.30 CEST Agenda How to reduce latency when pulling data from multiple sources?
  12. JP Doggett

    IBP: zero latency

    until
    Our series of sessions exploring how demand forecasting and S&OP / IBP need to adapt to current conditions have highlighted the vital role that fast and accurate data is playing so we've scheduled more practitioner discussions exploring both what can be done in the short-term and how ML/AI can automate data processes in future. Join a small group of fellow supply chain practitioners to discuss: IBP: zero latency for availability & working capital - 2nd June 11.00 - 12.30 BST / 12.00 - 13.30 CEST- 9th June 11.00 - 12.30 BST / 12.00 - 13.30 CEST Agenda How to r
  13. How to manage impact of border closures & disruption to material availability?
  14. A common challenge mentioned by members is getting genuine buy-in from cross-functional teams for the S&OP / IBP process so how should we approach this?
  15. until
    90-min interactive virtual boardroom discussion for supply chain practitioners addressing: Can a 'bi-focal S&OP' manage the business over the short-term as well as the medium to long-term horizon? How to involve senior leaders from all functions for a strategic response? Is ML/AI the answer to accurate data, faster processing and better decisions? The why, who and how of customer & supplier collaboration through COVID-19 Hosted by: Dawn Dent, Managing Associate, Oliver Wight Lucy Jacobs, Former Business Transformation Leader, Global Supply Chain
  16. until
    Our series of sessions exploring how demand forecasting and S&OP / IBP need to adapt to current conditions have highlighted the vital role that fast and accurate data is playing so we've scheduled more practitioner discussions exploring both what can be done in the short-term and how ML/AI can automate data processes in future. Join a small group of fellow supply chain practitioners to discuss: IBP: zero latency for availability & working capital - register - 29th May 11.00 - 12.30 BST / 12.00 - 13.30 CEST- 2nd June 11.00 - 12.30 BST / 12.00 - 13.30 CEST- 9th June 11.00
  17. 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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