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Found 21 results

  1. until
    In the past few months, the cost of freight has hit sudden, all-time highs, rendering regular budget planning impossible. How can we get better visibility of costs to pre-empt and avoid additional expense? AGENDA Mitigating long term freight cost volatility with e2e, SKU-level visibility What permanent changes are needed to address business risk? What drives unexpected costs to your freight spend? Blind spots: what's preventing or limiting visibility and how can these be eliminated? Data sources: which sources are most reliable and practical for better visib
  2. SCHEDULED: 29TH APRIL 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 Managing supply chain volatility & execution 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-term planning pr
  3. until
    In the past few months, the cost of freight has hit sudden, all-time highs, rendering regular budget planning impossible. How can we get better visibility of costs to pre-empt and avoid additional expense? AGENDA Derisking freight cost volatility with e2e, SKU-level visibility What drives unexpected costs to your freight spend? Blind spots: what's preventing or limiting visibility and how can these be eliminated? Data sources: which sources are most reliable and practical for better visibility e.g. real-time satellite data or supplier updates? Examples of da
  4. JP Doggett

    Senior-level transformation discussion

    until
    Global volatility, cost pressures and competitive disruption make the operating context for supply chains increasingly hard to predict. Our regular transformation discussions bring together senior leaders whose role is to set the strategic direction for supply chain design and transformation. By discussing big picture challenges with their counterparts, participating members can test and develop their thinking and enhance their transformation leadership. AGENDA Supply chain digital transformation Operating contexts, global trends and opportunities Aligning corporate str
  5. SCHEDULED: 27TH APRIL In the past few months, the cost of freight has hit sudden, all-time highs, rendering regular budget planning impossible. How can we get better visibility of costs to pre-empt and avoid additional expense? AGENDA Derisking freight cost volatility with e2e, SKU-level visibility What drives unexpected costs to your freight spend? Blind spots: what's preventing or limiting visibility and how can these be eliminated? Data sources: which sources are most reliable and practical for better visibility e.g. real-time satellite data or supplier u
  6. DRAFT AGENDA Supply sensing & real-time risk monitoring Early detection of adverse events beyond your supplier's supplier Screening for potential issues and risks How machine learning and IoT enable a broader scope and deeper visibility 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
  7. until
    Discussion Partner: Perfect delivery – order orchestration & adaptive logistics (for current practitioners only) The global pandemic has expedited the evolution of business models especially direct to consumer and highlighted the impact of interruptions on service and critical supply levels, in addition to impacts from climate change, social unrest, cyber and physical attacks on assets. Brexit adds to the volatility. To manage these risks and retain customers' trust, supply chain practitioners need greater visibility and traceability to profitably and promptly satisfy demand
  8. until
    Perfect delivery – adaptive logistics and trade compliance (for current practitioners only) 25th Feb & 3rd March The global pandemic has expedited the evolution of business models especially direct to consumer and highlighted the impact of interruptions on service and critical supply levels, in addition to impacts from climate change, social unrest, cyber and physical attacks on assets. Brexit adds to the volatility. To manage these risks and retain customers' trust, supply chain practitioners need greater visibility and traceability to profitably and promptly satisfy demand
  9. JP Doggett

    Dynamic network design

    until
    Dynamic network design - agility & resilience for 'new normal' Recent news about Covid-19 vaccines is nothing but positive but we are still likely to encounter more volatility of supply conditions in future. Therefore, the idea that your network is something you review every two or three years won't work in this scenario and, instead, a more frequent and dynamic network design planning process will be required. Up-stream sourcing strategy: China + 1? How to diversify? How to adapt network design processes? Data lakes, dashboards & scenario analyses 'Supply sensin
  10. until
    Perfect delivery – order orchestration, adaptive logistics and trade compliance (for current practitioners only) The global pandemic has expedited the evolution of business models especially direct to consumer and highlighted the impact of interruptions on service and critical supply levels, in addition to impacts from climate change, social unrest, cyber and physical attacks on assets. Whatever the final outcome, Brexit will add to the volatility. To manage these risks and retain customers' trust, supply chain practitioners need greater visibility and traceability to profitably and
  11. JP Doggett

    Adaptive logistics with AI and IoT

    until
    Adaptive logistics with AI and IoT Leveraging AI and incorporating external data to enable proactive customer advice on ETAs IoT for fleet monitoring, quality assurance and near real-time response Transport orchestration and integration with 3PLs 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
  12. 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
  13. until
    Resilience: what are the practical implications for digitalisation roadmaps? Early warning of disruption - where and how have digital technologies had most impact? Agile response - which elements of supply chain should be prioritised? Resilient AND lean? How to quantify the value of resilience compared to a lean operating model? 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*
  14. JP Doggett

    How ML & AI drive KPIs

    until
    How ML & AI drive KPIs (for current practitioners only) There's an emerging consensus that ML/AI will be a major feature of future supply chains but, at the same time, there is a lack of clarity about how and where to deploy them holistically to deliver tangible outcomes and improvements. Taking the '5 Cs" strategic business drivers (Customer, Cost, Compliance, Carbon footprint and human Capital), this discussion will explore: why holistic performance metrics (5Cs) are central to drive supply chains strategically using machine learning & artificial intelligence to
  15. 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
  16. 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
  17. 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
  18. JP Doggett

    How ML & AI drive KPIs

    until
    How ML & AI drive KPIs (for current practitioners only) There's an emerging consensus that ML/AI will be a major feature of future supply chains but, at the same time, there is a lack of clarity about how and where to deploy them holistically to deliver tangible outcomes and improvements. Taking the '5 Cs" strategic business drivers (Customer, Cost, Compliance, Carbon footprint and human Capital), this discussion will explore: why holistic performance metrics (5Cs) are central to drive supply chains strategically using machine learning & artificial intelligence to
  19. JP Doggett

    Logistics resilience & agility

    until
    Logistics resilience & agility (for current practitioners only) The global pandemic has highlighted the impact of interruptions on service and critical supply levels, in addition to impacts from climate change, social unrest, cyber and physical attacks on assets. To manage these risks and retain customers' trust, logistics planners need greater visibility and traceability to promptly detect and proactively manage incidents. This discussion will explore: incorporating external data for greater visibility & traceability near real-time response for shipment & tra
  20. JP Doggett

    Dynamic network design

    until
    Dynamic network design - agility & resilience for 'new normal' Until a vaccine is widely available or herd immunity is achieved, we are likely to encounter much more volatility of supply conditions as they are impacted by localised or rolling lockdowns to deal with outbreaks and ongoing mitigating efforts like spatial distancing. Therefore, the idea that your network is something you review every two or three years won't work in this scenario and, instead, a more frequent and dynamic network design planning process will be required. In this practitioner discussion, approx. 6-10 p
  21. Ed Lawson

    Future-proof logistics

    We hosted a discussion with Alastair Isbister and Richard Parkins of Great Bear Distribution around Future-proofing logistics in May 2020. The discussion centred around the fact that flexibility will be a greater requirement than it has been, that changes will be accelerated, and this should promote digitalisation, automation, and innovation! Points discussed include: What factors are shaping the future operating context for logistics strategy? Pandemic impact: lockdowns, border closures demand skews, channel & format switching volatility /
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