When Do You Find Out? How Quick is Your Supply Chain Response?

Know Sooner. Act Faster.

It is a fact!  We can no longer predict the future with acceptable levels of accuracy, and so the success or failure of supply chains is dependent on how quickly and effectively stakeholders can understand and respond to evolving situations.

What varies across industries, across functions, and across business processes is how far into the future we need to predict events, and how quickly we can affect change. But the common ground is that the time it takes us to detect or understand the impact of demand and supply changes and to decide on the best course of action will determine the flexibility of our operations and often the profitability of our business.

RapidResponse is all about enabling companies to know sooner and act faster,

  • in the long term and short term
  • at the detailed and aggregate level, and
  • from a strategic, operational, and execution perspective

Supply Chain What If Analysis

Know Sooner of Demand and Supply Misalignments


Compressing the Time to Detect

When an event occurs that creates supply chain risk (immediate or potential future harm) to your organization, you need to be alerted immediately. Even with long term supply chain planning, knowing sooner of the market requirements and the resulting organizational impact is strategic to making the right decisions for the future.

It is crucial that the many different actors in all functions and at all levels of supply chain planning have a shared view and common understanding of the current and future state so they can effectively contribute to coordinating an appropriate supply chain response.

Whatever the change, planned or otherwise, you must Know

  • what event has occurred and the cascading events that will result;
  • what the immediate, projected and/or cumulative impact is to operations; and
  • who is impacted and must be engaged to determine the course of action.

Responding to Demand and Supply Misalignments


Collapsing the Time to Correct

Once you know the impact, you need to act quickly to simulate the various scenario alternatives and find the best solution. The timeliness of resolution is a key factor in mitigating any potential damage (or lost opportunity) to your operations.

Often, it's the disconnected and ad hoc supply chain response processes where most margin or customer satisfaction is lost because either the response is too slow or actions are taken with little understanding of the financial and operations performance impact across the business.

Resolution must happen through collaboration

  • across multiple functions;
  • across multiple tiers of the business; and
  • amid competing objectives.

Consensus-driven analysis and decision making can only be achieved if it is being orchestrated from within a single system.

Supply Chain Process Efficiency Customer Quote

Supply Chain Response Rates Customer Quotes

In-Memory Database Customer Quote

Supply Chain Alerting Customer Quote

TriQuint Customer Quote

What If analysis Customer Quote

Supply Chain Response Customer Quote

End to End Supply Chain Planning Customer Quote

Supply Chain Executie Decision Making Quote

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Jabil Why Kinaxis?

Jabil - Why Kinaxis?

Qualcomm Using RapidResponse as the Supply Chain Planning Engine for the Company

Qualcomm - Using RapidResponse as the Supply Chain Planning Engine for the Company

TriQuint Proactive Alerting on Supply Chain Risks

TriQuint - Proactive Alerting on Supply Chain Risks

Ferrari Research Kinaxis the First in Supply Chain Response Management

Ferrari Research - Kinaxis the First in Supply Chain Response Management 

Kevin O'Marah RapidResponse What-if Analysis Making the Right Tradeoffs

Kevin O'Marah - RapidResponse What-if Analysis: Making the Right Tradeoffs

Doug Colbeth Operating Priorities Supply Chain Visibility, Impact Analysis, and Speed to Response

Doug Colbeth - Operating Priorities: Supply Chain Visibility, Impact Analysis, and Speed to Response

John Sicard Collapsing the Speed to Detect and Speed to Correct

John Sicard - Collapsing the Speed to Detect and Speed to Correct