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  1. Profitable ecommerce strategies Summary notes from Intent Group Virtual Boardroom Discussion on 17/11/20 Hosted by Ed Lawson, Intent Group Guest expert: Louisa Hosegood, Digital and Strategy Director, Bis Henderson Ecomm / D2C drivers & lessons learned Consolidating pandemic gains: the pandemic has driven many recent ecomm/D2C initiatives but often in an improvisational way that isn’t sustainable long-term. The challenge now is to understand how much pandemic-instigated behaviour will stick and how to consolidate recent innovations on more solid foundations;
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    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
  3. Dynamic Network Design An online, virtual boardroom discussion with SC Leaders, run under the Chatham House Rule by Intent Group on 17/06/20. With thanks to Martin Gouda of BCI Global, Frank Moonen of Boston Scientific and Erik Kremer of Balt Extrusions for their expert input into the discussion. Chaired by JP Doggett, Intent Group. Key points made / questions raised Risks of single source suppliers are here to stay: the cost of ‘insurance’ is too great, and the risks of a single supplier are more easily mitigated with inventory holding Need to make good/ b
  4. Intent Group Virtual Boardroom: Modelling with a Digital Twin Hosted by Don Brenchley, Director of Industry Strategy, LLamasoft Executive Summary What is a digital twin & how does it help with supply chain design modelling? Supply chain design involves creating a high definition digital replica of the physical supply chain which can be used to optimise performance, evaluate alternatives and determine the impact of changes in a safe, risk-free environment. This supports fast, evidence-based decision making and allows organisations to embark on strategic supply chain transfor
  5. 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 participants will address key questions including: Up-stream sourci
  6. Top takeaways Maintaining the business as going concern and hence cash flow / working capital management are the most important issues for supply chains leaders. As the businesses get through the immediate asks during the unprecedented circumstances, a more fundamental review of operating models, eco-systems, technology landscape and business processes would be required to ensure resilience. IBP/S&OP takes a strategic central stage as the key business process to drive tough decisions balancing customer confidence and cost. Closer collaboration with customer and suppliers is ess
  7. Holistic ML/AI strategy for resilient supply chains Summary of virtual discussion held on 4/6/20 Chaired by JP Doggett, Intent Group, with the expertise and input of Vikram Singla, Oracle. Key takeaways Covid has focused the minds in terms of looking at supply chain holistically and view each technology investment with tangible business outcome lens. It has increased the recognition of the need for agility, requiring transparency, visibility and reliability of processes. Successful AI adoption will need appropriate skills development e.g. need of proficiency in data an
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