Kinaxis Supply Chain Event Recordings

Whether on the road or online, the Kinaxis Event calendar is full!  Missed a supply chain event? Not to worry, we record many.  Here is a selection of both webcast and live event recordings our Kinaxis Experts have participated in.

  • The Merging of Planning and Execution

    Trevor Miles, vice president, thought leadership, Kinaxis

    For many years SC management has been separated out into two distinct practices of planning and execution, with the bulk of the 1990's and 2000's being spent on planning. And yet a study by Terra Technologies and anecdotal evidence both indicate that forecast accuracy by item and customer is seldom above 75%, often as low 50%. From this we can deduce that the supply plan is at best 50% correct, though of course postponement strategies tend to increase the accuracy as one moves back up the SC. However, the further back one goes, the greater the effect of the bull-whip. Therefore, is the next breakthrough in performance going to come from planning better or learning to respond profitably to real demand? While we should always do what we can to improve our forward visibility to demand, including predictive analytics, if we start from the perspective that the forecast will always have significant error, the capabilities to develop at the 'time to detect' and the 'time to correct'. These are the essential elements of response management: Knowing sooner, and responding with confidence.

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  • Inventory Optimization — A lot more than theory

    Trevor Miles, vice president, thought leadership, Kinaxis

    Many of the approaches to Inventory Optimization focus on multi-level analysis of demand and supply volatility. This is a very narrow perspective that ignores many business drivers such as market position, market dynamics and maturity, product life cycle, and demand segmentation. These, along with dynamic safety stock calculations, provide a much richer set of capabilities to determine inventory policies and manage inventory levels in the face of volatility and uncertainty. Examples of these deeper forms of analysis will be discussed along with examples of where they have been applied.

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  • Integrated Business Planning — Fact Or Fiction?

    No matter which S&OP model we adopt—Gartner, Oliver Wight, Wallace & Stahl—they all stress the collaborative nature of working across different functions and different levels of granularity, therefore integrated. Others emphasize the need to have Finance involved in S&OP and to have executive participation and sign-off, hence business planning. All the process consultants emphasize that S&OP adoption is a matter of maturity, and Gartner has pointed out that the very few companies have evolved beyond stage 2 (Anticipating) in their 4 stage maturity model of Reacting, Anticipating, Collaborating, and Orchestrating.

    So what is the barrier? It isn't technology, but trust.

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  • S&OP Top Ten

    Lora Cecere, Partner, Altimeter Group

    I will never be David Letterman, but I like the concept of a TOP TEN list.

    My TOP TEN list represents the most commonly asked questions asked over the period of seven years in work with clients on Sales and Operations Planning (S&OP). During this period, I have shared insights with over 250 supply chain leaders on process, technology and organizational evolution to improve operational results.

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  • A Functional View into Supply Chain Response Management: What does response management mean from a capabilities perspective?

    Recently, Kinaxis held an introductory webcast on Supply Chain Response Management, which provided a high-level overview of the philosophy and framework for response management as a supply chain competency.

    This subsequent webcast dives deeper into what supply chain response management means to you and your business. The presentation covers:

    • How response management can be applied across the business, providing specific use case examples.
    • The required technology capabilities, that when put together, enable a strategic response management competency.
    • The differentiators between response management approaches and systems.

    Complete with a substantial demo of the Kinaxis RapidResponse solution, this webcast will provide a comprehensive outline for next steps in assessing and applying response management to your enterprise.

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  • An Introduction to Supply Chain Response Management – driving supply chain performance through responsiveness to unexpected events

    In a perfect world you could plan against a forecast and sleep soundly at night. The reality is that disruptions are constant and unpredictable. This on-demand webcast aims to provide an introduction to Response Management. Learn how large organizations are able to cope with unexpected events such as customer orders inside of lead time and part shortages.

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  • Is Forecasting Fatally Flawed? Responsiveness — The Other Half of the Demand Forecasting Conversation

    It's known that despite the time and effort put into forecasting, in a dynamic market with lots of volatility, the forecast will always be inaccurate. It is not uncommon to hear of companies within High-Tech struggling to get demand forecast accuracy above 50 percent. The primary reason for this volatility is the Long Tail effect caused by short product life cycle and mass customization on the product side, and globalization and outsourcing on the operations side.

    With that in mind, the question is: where should one spend time and effort? In making the forecast as accurate as possible and forever analyzing why the results didn't match? Or in accepting that there is a lot of uncertainty and establishing a capacity to respond quickly and effectively to unplanned demand? Without a doubt, everyone must forecast (and there are significant benefits to doing it well), but there needs to be equal emphasis on how to address unanticipated demand. This session will discuss how and why companies should adopt continuous and collaborative S&OP processes to best satisfy demand profitability while providing high customer service.

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  • Continuous Integrated Business Planning

    The realities of the current business environment is that we are facing an unprecedented level of demand uncertainty that is driven by several factors including; changes in buying patterns, accelerating new product introduction rates, increased competition, reduced product loyalties, and economic conditions. In order for companies to survive and flourish in this environment, fundamental changes in the methods, frequency, and speed of the Integrated Business Planning activity must be adopted. The new reality suggests planning cycles that are monthly at worse and more frequent when circumstances dictate. This presentation will examine some of the key capabilities that are required to dramatically improve the speed, accuracy, and frequency of this important business process. In particular, technology is playing an increasing important role in the timely integration of key information and the ability to rapidly simulate business alternatives. This must also extend to quickly translating any decisions into an executable sales and operations plan. Any technology decision in this area will also have a significant impact on the other two dimensions of any efficient and effective process, the people and methods. Finally, strong evidence exists that companies that have addressed these issues and matured in their process execution, are significantly outperforming others in their industry.

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  • Thought Leader Power Hour: The potential of the social supply chain

    From a business perspective, there has been a huge adoption of social technologies in marketing, but what is their relevance in supply chain management? Where can the principles be applied and to what benefit? What are examples of successful adoption of social technology in consumer-focused markets that can be employed by B2B markets?

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  • Continuous Sales and Operations Planning for High-tech/Electronics Manufacturers

    Planning has long been segmented into different isolated activities that reflect organizational structures and functional goals, leading to long, ineffective, and inefficient planning cycles. For maximized value, sales and operations planning (S&OP) must be a truly cross-functional activity that can directly and simultaneously address both individual departmental goals and joint corporate objectives. In this recording, you will learn about the specific technology and process requirements to achieve a continuous and collaborative S&OP capability as it applies to the high tech and electronics manufacturing industry in particular.

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