Posts categorized as 'Supply chain collaboration'

What if… you really could “what-if” in your supply chain?

JohnWesterveld

What-if?We’ve all asked ourselves the question… what-if? What if I bought that new car? What if I took that job? What if I won a million dollars? It’s fun to dream. But sometimes the what-ifs are slightly more mundane yet still important…. especially when you say “what-if” with your supply chain.

  • What if I could decrease the lead time on this part? What impact would this have on safety stock?
  • What if I accepted this large order? Could I build it by the due date? What other orders are impacted?
  • What if my key supplier suddenly couldn’t deliver for three months? What would that do to my revenue? What customers are affected?
  • What if I shifted production to a new supplier that had much lower costs but higher lead times? What would that do to my margins? My inventory levels?

The list goes on… we’ve only barely scratched the surface of the types of what-if analysis that supply chain professionals try to do every day. The challenge supply chain planners and analysts face every day is that the tools they are provided really don’t support what-if analysis. ERP systems don’t support multiple simulation scenarios, they have fixed, part-by-part reporting that doesn’t support further investigation, and it takes hours to run the batch processes needed to evaluate a significant change.

Since they can’t effectively perform what-if analysis in the ERP system, supply chain analysts often need to model these key decisions using Excel. And while Excel is an excellent tool for doing basic models, it simply cannot effectively capture the complexity of a real supply chain. Layer on top of this, the errors that inevitably end up in any Excel model, and you are often making key strategic and tactical decisions based on a flawed model.

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Help a Supply Chain Newbie Out

AlexaCheater

Caution Supply Chain NewbieQuick, tell me everything you know about supply chain! Okay, maybe not everything you know. I’m pretty sure that would take years with the experience some of you have. Maybe more like the CliffsNotes version. Why? Well, I’m new to the supply chain industry and need to get up to speed in a hurry. I’ve just joined the Kinaxis team as the social media and public relations manager, filling in for the next 14 months, and while I’ve got a great handle on the functions of my role, doing it in the supply chain context is something entirely new for me.

I have to admit that up until recently (pretty much the day before my first interview) I hadn’t really given much thought to supply chains. Sure, I had a basic idea of what they were. Oxford Dictionaries defines a supply chain as “the sequence of processes involved in the production and distribution of a commodity,” but as I’ve quickly come to realize, that short little sentence doesn’t begin to scratch the surface of the vast and oftentimes perplexing concepts that encompass supply chain management.

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Cognizant – Mining Critical Data in the Era of the Internet of Things – SupplyChainBrain & Kinaxis Video Series

MelissaClow
  • by Melissa Clow
  • Published

SupplyChainBrain attended our annual Kinexions user conference, and while there, they completed a number of video interviews with customers, analysts, and Kinaxis executives. And, we’d like to share them!

In the age of the Internet of Things, how can companies extract meaningful insights from the mass of data that is available to them today? We get answers from Yogesh Amraotkar of the Innovation and Solutions Group of Cognizant.

Watch now: Mining Critical Data in the Era of the Internet of Things

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Nimble Storage Inc. – End-to-End Supply Chain Visibility: Dream or Reality? SupplyChainBrain & Kinaxis Video Series

MelissaClow
  • by Melissa Clow
  • Published

SupplyChainBrain attended our annual Kinexions user conference, and while there, they completed a number of video interviews with customers, analysts, and Kinaxis executives. And, we’d like to share them!

Sagar Nadgouda, service logistics manager with Nimble Storage Inc., offers his view on how far companies have come in crafting supply chains that are truly transparent and demand-driven.

One top challenge that companies are facing today is the need to innovate the customer experience, with the help of new information technology, says Nadgouda. A second is the requirement for flexibility in responding to actual demand patterns, with the goal of “making our supply chains more predictive and proactive, instead of reactive.”

Watch now: End-to-End Supply Chain Visibility: Dream or Reality?

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Qualcomm: What’s Wrong With Traditional S&OP? – SupplyChainBrain & Kinaxis Video Series

MelissaClow
  • by Melissa Clow
  • Published

SupplyChainBrain attended our annual Kinexions user conference, and while there, they completed a number of video interviews with customers, analysts, and Kinaxis executives. And, we’d like to share them!

In this interview, hear Kathyleen Beveridge, director of sales operations with Qualcomm discuss “What’s Wrong With Traditional S&OP?” According to Beveridge, the sales and operations planning (S&OP) process brings great value to an organization, but companies need to take a fresh approach in order to ensure more efficient planning cycles.

Sales and operations planning involves a number of sequential stops. Mistakes anywhere along the way can lead to inefficient planning, says Beveridge. A new approach is needed that allows companies to become more agile in a difficult business climate.

Under the traditional approach to S&OP, it can take upwards of two weeks to compile data. “By the time you get in front of the management team, that data has already changed,” Beveridge says. Qualcomm has adapted S&OP to a weekly cycle, under which it has more frequent discussions with key decision makers. They focus on the state of the company’s supply and demand balance, with an eye toward making “immediate course changes” if necessary. The company also conducts monthly S&OP meetings that focus on longer-range issues.

Watch now: What’s Wrong With Traditional S&OP?

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A Brief Report on the Pharmaceutical Innovation in Manufacturing Summit

HansVelthuizen

This week I attended the 5th Annual Pharmaceutical Innovation in Manufacturing Summit near Heathrow. Although the conference was situated in the Edwardian style Radisson hotel neatly decorated with Persian rugs, brass-railed staircases and chandeliers, the location stood in sharp contrast with the innovative character of the Summit.

The objective of the summit was to provide an open forum for highly insightful presentations that span a broad range of topics critical to the biologics field. It was a two-day gathering dedicated to cutting edge technology, innovation and strategy across the entire small molecule & biopharmaceutical manufacturing process.

As good as the sessions were, I always find the networking opportunities the most useful at these kinds of summits. There was plenty of room during dinners and lunch breaks to discuss new ideas with industry peers. Seeing a lot of familiar faces you realize that the pharmaceutical supply chain is a small world.

Distinctive of this summit was the wide variety of topics and themes that passed these two days. Topics that were discussed ranged from strategic supply chain challenges to operational packaging and labeling processes and techniques. While there are undoubtedly some topics relevant for each participant, it seemed very well possible this broad setup of event missed its goal.

Kinaxis was present with a booth and Laura Dionne, Senior Director, Worldwide Operations Planning at TriQuint gave a well-received presentation titled ‘A Healthy Dose of Chips: Supply Chain Lessons for Life Sciences’. In this presentation Laura discussed the similarities between pharmaceutical and Semiconductor supply chains and also the solutions that can be applied for addressing similar challenges.

triquint supply chain journey

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What If You Could Take The Guesswork Out Of Forecast Planning? Guest Post from Osgood Vogler

MelissaClow
  • by Melissa Clow
  • Published

Osgood Vogler Celestica Supply Chain Managed ServicesOur partner Celestica recently published the following article, ‘What If You Could Take The Guesswork Out Of Forecast Planning?’. The author, Osgood Vogler, Director, Analytics, Celestica Supply Chain Managed Services, describes an insight-based demand management process:

So, how do you take the guesswork out of forecast planning? Let’s find out.

Demand planning has a big impact on business performance. Planning error can put revenue at risk by driving component shortages. Persistent planning biases can tie up cash by driving excess inventory. Furthermore, the act of planning and dealing with planning error is time consuming and drives costly overhead. In fact, it is common for supply chain management executives to cite “planning errors” as the greatest obstacle they face to achieving their goals and objectives.

The factors which impact demand management and forecasting are nearly endless. Uncertainty in end markets, shifts in the competitive landscape, constant time-to-market pressure, economic volatility, geopolitical and environmental issues all play a role in component shortages, excess stock and lost revenue. Given this volatility, it is not surprising that organizations are struggling to make effective demand predictions.

To avoid the financial risks associated with planning errors, supply chain leaders and manufacturers should consider building an “insight-based” demand planning process, which brings together analytical tools and data with key human inputs across various functions. This “next generation” demand management approach will allow supply chain operations to evolve and scale with the ever growing volatility and uncertainty of today’s markets.

The insight-based demand management process contains several key principles.

One size does not fit all
One solution is never going to address every challenge an SCM executive will face, so it is important to determine the best approach for your supply chain through segmentation.

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Celestica’s Top Priorities for Improving Forecast Accuracy – SupplyChainBrain & Kinaxis Video Series

MelissaClow
  • by Melissa Clow
  • Published

SupplyChainBrain attended our annual Kinexions user conference, and while there, they completed a number of video interviews with customers, analysts, and Kinaxis executives. And, we’d like to share them!

In this interview, hear Jeff Murphy, director of supply chain managed services with Celestica, describe how the company has improved forecast accuracy and demand visibility, against this backdrop of industry transformation.

Celestica has identified three main priorities in its effort to achieve supply-chain transformation: improving forecast accuracy in the face of growing demand volatility, acquiring visibility of product and optimizing of inventory at multiple locations, and synchronizing the chain from end to end.

“Having visibility is one thing,” says Murphy. “But knowing the cause of everything, with a system solution that synchronizes the entire supply chain, is key to our clients.”

Check out: Celestica’s Top Priorities for Improving Forecast Accuracy

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