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  1. until
    Every supply chain has its idiosyncrasies, every organisation its own patterns of demand and forecasting. There's therefore no fixed way to rate or select 'the best' planning tool - rather you must select the best tool for your organisation. This session is aimed at those who know there is a need for a planning solution or a change of tool; who are evaluating the best options and beginning the process of shortlisting or narrowing down the search. We'll look at selection process and methodology, looking at scorecasrd frameworks that can help prioritise and narrow the field. We'll draw on expert
  2. until
    Even if you are very focused on a specific project or focus of supply chain enablement, it's important to see this in the context of a broader digitalisation roadmap. In the interdependent context of supply chain, it's vital to see the dependencies and to understand the target outcomes. In this discussion we explore how to visualise, position, and set a roadmap in place for success, ensuring outcomes meet objectives and avoiding missteps. For this discussion we' draw on expertise from SAP experts Olivehorse, and will involve a range of businesses looking at either wholesale transformation or s
  3. DRAFT AGENDA Making the transformation business case to the board and senior management What is supply chain's 'voice' at board level and has that changed in light of the pandemic experience? What are the success factors for engaging board members and making a business case that will resonate? What role can benchmarking play? 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
  4. until
    Making the SC transformation business case to the board What is supply chain's 'voice' at board level and has that changed in light of the pandemic experience? What are the success factors for engaging board members and making a business case that will resonate? 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* (before 2nd Feb) Would like to join but can't make the date? *w
  5. 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
  6. There is a lot of talk around automation but they look to be significant investments so how well can they be justified?
  7. Philippe Delpech

    How to reduce ecommerce costs in FMCG?

    How to reduce ecommerce costs in FMCG?
  8. I am in the middle of compiling a business case for new supply chain planning software. I would be interested in sharing idea on the non-financial sides of the business case such as faster cycles, greater agility / resilience, more scenario planning capability etc.? What experience do others have of incorporating these aspects into a business case?
  9. Transport cost benchmarking Top takeaways At a time when cashflow management is essential and the market so volatile, benchmarking transport costs can identify substantial potential efficiencies Although the unique characteristics of individual supply chains make it inherently difficult to make direct comparisons, an activity-based comparative analysis can highlight the areas of greatest potential to reduce costs Whilst targeting the lowest cost transport rates is important, choosing and collaborating with the right partners can realise a much wider scope of operational
  10. What are the common barriers for clients attempting to adopt ML/AI?
  11. Covid has highlighted for some that they must be able to to react quickly - clear need for greater agility. Fast moving times - business strategy can move on before plans can be modelled
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