Posts tagged as 'Supply chain planning'

[Video] Long-term supply chain planning system vision and strategy

MelissaClow

This blog is part of a video interview series. Check out the video below as well as links to other supply chain practitioner and Kinaxis executive interviews.

It’s no exaggeration to say that supply chain planning is seeing a revolution, says Jack Noppe, chief technology officer at Kinaxis. Now, no function or department has to plan in the dark or without knowledge of how a plan affects others in the supply chain.

Traditional supply chains planned in isolation because plans took place independently within each function. RapidResponse, the planning platform from Kinaxis, enables what the company calls concurrent planning. In other words, all functions plan in concert now. “That allows them to get better outcomes for the business and make decisions faster,” says Noppe.

The software’s single platform enhances end-to end-supply chain management for a number of reasons, not least that data from every source is made available much more quickly than before, Noppe says. “At the end of the day, it comes down to how much information you have when you need to make decisions, and how fast you can understand the impact of decisions.”

Long-Term Product Vision & Strategy

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[Video] Kinaxis – Revolutionizing supply chain planning

MelissaClow

This blog is part of a video interview series. Check out the video below as well as links to other supply chain practitioner and Kinaxis executive interviews.

Company processes are disconnected because their supply chain planning has grown up in a siloed manner, says John Sicard, president and CEO of Kinaxis. Consequently, it’s futile to follow that model and think you can optimize the supply chain one link at a time.

Sicard explains how Kinaxis is revolutionizing supply chain planning because it is interconnecting all of the links simultaneously. He analogizes to the human brain what the Kinaxis RapidResponse tool can do. “You have the ability to understand language and math simultaneously. It’s two different parts of your brain, yet you can’t bifurcate those. If I ask you a math question in English, you immediately respond, with no idea how those parts of the brain connected.”

“In our world, if you make a change in capacity, you instantaneously feel the impact that has on demand. Therein lies the key — it’s what we call concurrent planning.”

Revolutionizing Your Supply Chain Planning

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Moore’s Law and supply chain planning systems

Dr. MadhavDurbha

Supply chain planning systemIt was in 1965 that Dr. Gordon Moore made a prediction that changed the pace of tech. His prediction, popularly known as Moore’s law, was with regards to doubling of the number of transistors per square inch on an integrated circuit every 18 months or so. As a result of the innovations attributable to the endurance of Moore’s law over the last 50+ years, we have seen significant accelerations in processing power, storage, and connectivity. These advances continue to have major implications on how companies plan their supply chains. In my nearly two decades as a supply chain professional, I have seen quite a few changes.

Let’s look at some of the big shifts that have taken place in the supply chain planning space.

1. Planning community gets bolder in tackling scale:

Early on in my career, I remember working with a large global company who had to take their interconnected global supply chain model and slice it up into distinct independent supply chain models. This was because the processing power at the time was simply not enough to plan their supply chain in a single instance. This surgical separation of supply chains required a high degree of ingenuity and identifying the portions of supply network with the least amount of interconnections, and partition them. This was not the most optimal way to build a supply chain model, but they did what they could within the limitations of the technology then. With the advent of better processing power, they were able to consolidate these multiple instances into a single global instance leading to a better model of their business. This is just one of many such examples.

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Revolutionize Your Planning with SCP 4.0

MerandaPowers

Supply Chain PlanningLet’s face it. Current supply chain planning systems have plateaued. They’re not fast enough or agile enough to keep pace with today’s rapidly shifting digital landscape. Companies are struggling, unable to get ahead of increasing complexity and mounting risks.

But how did we get here? The truth is, we’ve been here for decades. We’re still using processes and capabilities developed in the 1960s, based on Materials Requirements Planning (MRP), MRP II and more recently advanced planning systems (APS). Excel hell is still common place – companies filling the gaps of their supply chain systems with workbook after workbook.

Yes, we’ve added optimization capabilities as technology advanced, enabling ever-more complex models. But those early processes remain in use. When it comes to supply chains, the times, they aren’t a changing.

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Move over old man. It’s time to meet supply chain planning 4.0

TrevorMiles

What I took away from the Gartner Supply Chain Executive Conference

Supply Chain Management is a relatively young practice, though many of the core principles go back many decades and are based on Operations Research concepts. These have focused on optimization and efficiency. Undoubtedly the world is a better place because of this focus on manufacturing and distribution efficiency over the past 50 years, resulting in large gains in productivity and therefore standards of living, initially in the West, but more recently around the world. All of this productivity gain was achieved in the analog phase.

We are now entering the digital phase of business. Even if we discount a great deal of the hype for what it is, hype, the reality is there has been a significant shift to digital. The title of the recent Gartner Supply Chain Executive Conference, “The Bimodal Supply Chain: Tackling Today, Preparing for Tomorrow”, says it all. It was focused on the manner in which companies can adapt to the digital world while still operating in the analog world. Hence bimodal. As outlined in the diagram below, the bimodal approach advocated by Gartner is about innovating on top of a stable platform. Once the value of the innovation has been captured and stabilized it can be drawn into the stable platform.

Gartner Supply Chain Strategy

“Disrupt or Be Disrupted — Defining the Bimodal Supply Chain”, 30 December, 2015 Analyst(s): Dana Stiffler | Jane Barrett | Debra Hofman | John Johnson

The keynote, delivered by David Willis of Distinguished Analyst at Gartner, describes the bimodal shift as:

The shift requires a new approach to investment in technology, leadership and talent, taking a more agile approach. The bimodal supply chain combines stable best practices with innovation-seeking behaviors to keep your organization competitive.

I have no question that Gartner is correct in their assertion of the need for a bimodal approach to the adoption of digital technology, whether more broadly to the business in general or specific to supply chain processes. Industry 4.0 is a reality. The Internet of Things is a reality. The only question is how quickly companies will absorb these innovations and adapt processes to accommodate them.

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Change is coming: How will 3D printing affect your Supply Chain?

JohnWesterveld

3D PrintingI recently had the great pleasure of teaching a group of new hires about manufacturing. As I finished describing traditional manufacturing techniques we paused to discuss 3D printing and how 3D printing will change the face of manufacturing (note I said will…not if). It was a great discussion and led me to think further about the impact 3D printing would have on the supply chain and supply chain planning.

3D printing is an additive manufacturing technique for making 3 dimensional solid objects from a digital file. In additive manufacturing, items are created by laying down successive layers of material until the entire object is created. You may have the mistaken impression that 3D printers can only fashion little plastic toys. That couldn’t be further from the truth; in addition to plastic there are 3D printers that can make ceramic, metal, food, resin, glass, medical implants, concrete (there is even a 3D printed house), and electronic components.

Currently, 3D printing is being used to create items for aviation and for NASA, prototype items for the automotive industry and approaches are being studied to use 3D printing in the medical space to create body parts such as noses and ears. Recently, a team of researchers have even created a 3D printed organ.

I’m not the first to discuss the impact of 3D printing on supply chain. You can find other Kinaxis discussions here and here.

So, let’s think about how 3D printing can impact your supply chain…

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Before Adopting a Supply Chain Planning System of Record, Consider This

MelissaClow

Supply Chain Planning System of Record

Supply chain functions have often been segmented into siloed activities specific to functional goals and that reflect organizational structure. Over the years, software has been designed, developed and deployed in the same isolated manner. In contrast to this approach, a supply chain planning (SCP) system of record (SOR) enables a company to ‘create, manage, link, align, collaborate and share its planning data across a supply chain’.1

More and more supply chain teams are recognizing the value this type of planning platform can bring to supporting their end-to-end supply chain networks. However, there are some key considerations to keep in mind when evaluating these solutions, such as:

  • Does it solve the fundamental challenges you face?
  • Is it providing something different from what you have?
  • What are your peers leveraging?
  • Is it uniquely and purposely designed for end-to-end supply chain management?
  • What ROI does it deliver?

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Video: Amgen Transforms Its Supply Chain Planning

MelissaClow

Looking to transform your supply chain? Need some inspiration? In this video, Paul Collier, supply chain senior manager of Amgen, talks about the major initiatives that the company has undertaken to improve supply-chain planning, collaboration and regulatory compliance.

Amgen knew that the business was going to be coming into some major transformative change, in terms of international expansion and product candidates that were coming through for approvals. To make this transformation, they needed supply chain planning technology that would be able to respond to that transformative change in a fast, effectively and a quality manner.

Watch now: Amgen Transforms Its Supply-Chain Planning

Amgen Transforms Its Supply Chain Planning

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