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  1. 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
  2. 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,
  3. JP Doggett

    Next-gen omnichannel retailing

    until
    The pandemic has prompted a shift to non-store channels, including delivery and click & collect, accelerating a trend that was already well established. For many, the response has been tactical with a 'whatever it takes' approach to serving customers however they wish. In tandem with the drive to reduce waste, there are important questions about whether the status quo is sustainable or whether a fundamental re-think and re-design of supply chain operations, enabled by digital technologies, is now an urgent priority. If so, how? AGENDA Next-gen omnichannel retailing - e2e visibi
  4. Perfect Delivery - multichannel order orchestration, incorporating 3rd party data & scenario planning SupplyChainINTENT Virtual Boardroom Discussion 03/03/21 With Expert Input from Vikram Singla, Oracle Multichannel / D2C order orchestration Drivers for multi-channel / D2C models Investments in this area are often easiest to justify in the context of customer experience and the data/insight that direct contact brings, particularly if channel partners are providing limited data on end customers Customisation and personalisation can both help establish a D2C
  5. 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
  6. JP Doggett

    Concurrent planning

    until
    Concurrent planning in the age of volatility & disruption 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. Can a concurrent (as opposed to linear or sequential) planning approach help? How? We aim for 5-8 active discussion participants. Others ma
  7. Perfect Delivery - order orchestration, adaptive logistics and trade compliance SupplyChainINTENT Virtual Boardroom Discussion 20/1/21 With Expert Input from Vikram Singla, Oracle Discussion Summary Building blocks for digitally-enabled logistics platforms are: A dynamic operating model built around end-to-end processes rather than traditional silos Zero latency business processes with early event detection and rapid response Cloud-based infrastructure for continuous capability upgrades, integration / overlays of disparate systems and sensor data (
  8. until
    Simplifying order management across channels How has pandemic-driven channel shift exposed or created unnecessary complexity and limitations? Exchanging insights and ideas on how challenges can be alleviated in the short-term What are the longer-term implications for processes and systems? 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
  9. JP Doggett

    Next-gen omnichannel retailing

    until
    Next-gen omnichannel retailing - e2e visibility & demand shaping (for current practitioners only)* The pandemic has prompted a shift to non-store channels, including delivery and click & collect, accelerating a trend that was already well established. For many, the response has been tactical with a 'whatever it takes' approach to serving customers however they wish. In tandem with the drive to reduce waste, there are important questions about whether the status quo is sustainable or whether a fundamental re-think and re-design of supply chain operations, enabled by digital te
  10. 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
  11. JP Doggett

    Concurrent planning

    until
    Concurrent planning in the age of volatility & disruption 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. Can a concurrent (as opposed to linear or sequential) planning approach help? How? We aim for 5-8 active discussion participants. Others ma
  12. until
    Strategies to build and sustain profitable ecomm operations: increasing ecomm volume whilst maintaining a hold on cost A focused discussion intended to share experience and strategies to build on or increase ecomm volumes. As ecomm has been turbocharged in 2020, accelerating existing channel growth or even launching new ecomm channels for many, it's important to keep a handle on costs, and get the model right from customer promise through to execution. There have been many hard lessons learned in this space, spanning fundamental model through to final mile. Uniting supply chain and cus
  13. A summary of an online, virtual boardroom discussion with SC Leaders, run under the Chatham House Rule by Intent Group on 30/06/20. The discussion was chaired by JP Doggett of Intent Group, with input from Claire Milner and Hans-Georg Kaltenbrunner of Kinaxis. With thanks to David Thomas, former Director, Global Capacity Planning at Ford Motor Company for sharing his experiences of moving to concurrent planning. “...the key to success is not about who makes the best forecast but about who is best able to respond to developments as they happen...” Selected highlights: What
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