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  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. Summary of discussions hosted by Dawn Dent, Lucy Jacobs and Neil Hill of Oliver Wight with members from Novocure, Johnson & Johnson, Solvay, Cummins, Atlas Copco, Axalta Coating Systems, Coca-Cola European Partners, Unilever, Henkel, PZ Cussons, Pentland Brands, Marks & Spencer, Diageo, JCB, Arla Foods, Animalcare, Tupperware Brands and Sony Pictures Entertainment. Not losing sight of the bigger picture - integrating S&OE with S&OP It has been easy to become fixated on forecasting demand and so lose sight of end to end capacity and constraints. It's vital to take a
  3. 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
  4. 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
  5. Summary of a member discussion held on 17th March with expert insight from Sam Greenhalgh of Zencargo. Key points: Covid highlighted visibility gaps; it might be about mitigating cost or it might be about ensuring provision of supply Ecommerce spike has increased inbound volumes by 43% (in the US), coupled with port congestion its taking longer to discharge containers and get empty equipment back into circulation causes the rates to remain at elevated levels. There is some light with rates showing a decline coming into Q2. - we’re still in middle of bullwhip effect Some
  6. DRAFT AGENDA Continuous / concurrent / non-sequential planning Volatility driving the need for shorter planning cycles and greater agility Aligning data so that a change in one attribute cascades across the rest of the supply chain in real time On demand scenario modelling Closing planning & execution gaps 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 w
  7. until
    DDMRP & buffer stocks to manage demand volatility Limits of forecast accuracy Experience of managing decoupled buffer stocks 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 for an optimal discussion group
  8. Handling volatility: tuning up S&OP and demand execution Supply Chain INTENT Virtual Boardroom Discussion 26th November 2020 Discussion Leaders Lucy Jacobs, Oliver Wight Dawn Dent, Oliver Wight Discussion Summary Oliver Wight best practice is to have distinct processes to manage the Medium/ Long terms versus Short term Key elements discussed Establishing your Time Fence - where the cost to respond to change in demand is significant Long term – Demand planning and supply planning, supply meets demand Short term – Demand and supply execution, Priori
  9. 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
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