My mum used to say that if you wait long enough, the same things will come back in to fashion. I suppose that is also true when you blog long enough about supply chain. In 2012 I wrote a short blog about demand driven & agile supply chains, which seems to be all the hype back then. Some of the quotes I picked up from … Continue reading The agile supply chain is back. But this time it’s for real!
A common IBP cycle has a monthly cadence providing an – up to 24 months – forward view of a business. It is often supported by a weekly control cycle, sometimes called Sales & Operations Execution (S&OE). This cycle plans demand & supply in more detail and over a shorter horizon, often around 12 weeks. IBP is data and resource hungry. Planners spend up to … Continue reading Why Cognitive Automation makes IBP more Agile and more Strategic
Preview In his 2019 Foresight article, Niels van Hove examined eight technological hurdles that must be overcome to enable autonomous or ‘lights out’ supply-chain planning. He reasoned that to support such planning we need to implement a third wave of integrated supply-chain planning software. In this article, Niels argues that these technological advances can lead to either (a) planning-process and decision automation or (b) planning … Continue reading Technology Support in Integrated Business Planning: Automation, Augmentation and Human Centricity
Operating in the supply chain world, it’s hard to not come across terminology like supply chain planning 4.0, “light touch” planning or “lights out” planning. All have generated a lot of hype over the past few years … and for good reason. Considerable progress has been made in technology in recent years, continuing at a dizzying pace. Autonomous development is happening in most major car … Continue reading Achieving autonomous or “lights out” supply chain planning
When I was IBP manager at a multi-billion-dollar CPG company about 10 years ago, I remember a marketing director telling me just before the executive IBP meeting; ‘Niels, this feels like going to the dentist every month’. I agreed with him. Back then, preparing for a monthly IBP meeting was a painful, tedious effort, with my full planning team consumed and running overtime to get … Continue reading How to move IBP from a Tedious Process to an Executive Decision Factory
If you operate in the supply chain or the planning world, it is hard to not come across terminology like supply chain planning 4.0, ‘light touch’ planning or ‘lights out’ planning. They all rate high in the hype cycle and for good reasons. A lot of technology progress has been made in recent years, and progress continuous at dizzying speed. Autonomous vehicles already exist in … Continue reading Autonomous or ‘Lights Out’ Supply Chain Planning; what is really required?
In a recent Forbes article, three common supply chain weaknesses are highlighted: Being reactive rather than pro-active Lack of visibility Lack of accountability The behavioural weaknesses – lack of pro-activity and accountability should be no surprise to me or the readers of my blog. As the S&OP mindset study I conducted with Supply Chain Movement in 2017/2018 show similar results. We made an S&OP mindset … Continue reading Three common weaknesses in supply chain
In our household we love our Google Home. My girls use it continuously to play music, ask silly questions, jokes, do calculations and spell difficult words amongst other things. I use it to voice command my shopping list, set a timer and book meetings in my agenda. Speeking to and interacting with a little machine in my living room, that has the capacity to both … Continue reading Artificial Intelligence – beyond the hype, the experts, its weak spots and losing your job
To be most effective, S&OP requires a positive, growth-oriented, mentally tough mindset as well as constructive behaviours. It is unlikely that a critical mass of effective behaviours is present in every company that implements S&OP. On top of this, S&OP practitioners indicate that behaviours are not addressed enough in S&OP implementations. There are different behavioural change requirements during S&OP maturity stages. This article suggests three … Continue reading A Short Guide to Behavioural Coaching in Support of World Class S&OP
PREVIEW In their three-part Foresight series entitled “Misconceptions, Missteps, and Bad Practices in S&OP,” (Foresight issues 46, 47, 48) Chris Gray and John Dougherty expose a baker’s dozen of blunders blocking the road to an effective S&OP process. S&OP Is the New Name for ERP. To Make S&OP Work, We’ll Need New Software. For Our Company, S&OP Is Operations (O) and Inventory without Involving Sales (S)! Make to Stock, … Continue reading Why we Need to Rethink S&OP Vision, Culture, and Language