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  1. 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
  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. 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
  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. 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
  6. 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
  7. 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
  8. until
    Lessons learned on overcoming silo mindsets Which silo mindsets are the most challenging / important to address? What's preventing the bigger picture view? Ideas on how to change mindsets 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 25th Jan) Would like to join but can't make the date? *we may adjust participation for an optimal discussion group
  9. 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*
  10. 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;
  11. Louise Ridereau

    In-house or specialist 3PL for ecommerce?

    With the increase of ecommerce, what are the pros and cons of using a specialist 3PL versus in-house?
  12. JP Doggett

    Dynamic network design

    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
  13. 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
  14. JP Doggett

    Holistic ML/AI strategy

    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: Holistic ML/AI strategy for resilient supply chains - 4th June 11.00 - 12.30 BST / 12.00 - 13.30 CEST - 10th June 11.00 - 12.30 BST / 12.00 - 13.30 CEST Agenda How has Co
  15. 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
  16. How to deal with uncertainty - scenario or plan?
  17. 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
  18. What does a holistic / enterprise approach to ML/AI adoption look like?
  19. 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
  20. 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: Holistic ML/AI strategy for resilient supply chains - register - 29th May 14.00 - 15.30 BST / 15.00 - 16.30 CEST - 4th June 11.00 - 12.30 BST / 12.00 - 13.30 CEST - 10th June 11.0
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