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On-demand Webcasts
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The Myth of the One-Number Plan
Trevor Miles, vice president, thought leadership, Kinaxis
For some time, there has been a movement to drive the entire organization from a single operating number, usually the budget. In theory that is a good thing, as long as you have the right number. The budget is what the company wants or wishes to happen; very seldom is it what is going to happen. For that matter, so is the sales forecast. Learn how range planning can reduce risks and breed a more profitable operation by working on the premise that being 'roughly right' is far better than being 'precisely wrong'.
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The Evolution of Sales & Operations Planning: Moving Beyond the Single Plan
Andy Coldrick, president, Ling-Coldrick
Patrick Bower, senior director, corporate planning & customer service, Combe Incorporated
Trevor Miles, vice president, thought leadership, KinaxisLike any other process, Sales and Operations Planning (S&OP) has evolved since its first conception close to 25 years ago. During the past five years, there has been a resurgent interest in S&OP because of market dynamics and natural disasters leading to rising demand and supply volatility. This is especially true in high-tech electronics, which has experienced significant reductions in product life cycles, extended supply chain lead times due to outsourcing, and ever-increasing product portfolios that address emerging markets as well as wide-ranging local demand. While high-tech electronics has been at the forefront in witnessing these trends, other industries are also experiencing similar market shifts.
Acute volatility has led to the need for creating a range of plan possibilities through what-if analysis, rather than the traditional goal of creating a single plan. S&OP needs to evolve into a process in which teams can evaluate the full market potential and associated supply chain risks for multiple, varying scenarios.
View this webinar to hear the following S&OP leaders discuss the origins and evolution of S&OP, as well as offer some practical applications for leveraging scenario planning in S&OP:
- Dick Ling of Ling-Coldrick, and co-author of the original book on S&OP titled "Orchestrating Success: Improve Control of the Business with Sales and Operations Planning"
- Patrick Bower, senior director of corporate planning & customer service, Combe Incorporated, and guest speaker on S&OP at many conferences
- Trevor Miles, vice president of thought leadership, Kinaxis
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Continuous Sales & Operations Planning
Aamer Rehman, vice president, manufacturing solutions, Kinaxis
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 manufacturing industry in particular.
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Andy Coldrick, president, Ling-Coldrick
Kirk Munroe, vice president, product, KinaxisTo rise above the competition today, companies need to better understand the patterns and impacts their planning and decision-making have on the entire organization, and even beyond to the extended supply chain. In order to transform their organizations, executives have to revisit their business processes and the technology that enables the process transformation. However, the forgotten element in the equation is the human capital of the organization. People and relationships are the core of this transformation change. In order to achieve break-through results, companies have to embrace cross-functional and cross-organization collaboration. They have to embrace the cultural change, organizational change, training, and mentoring required.
Integrated Reconciliation, created by Andy Coldrick and Dick Ling in the 1990's, is at the heart of successful S&OP. The best IR processes are those where participants have business acumen and behave cross-functionally.
Identify the maestros in your business and liberate them!
Join Andy Coldrick, President, Ling-Coldrick and Kirk Munroe, VP of Product, Kinaxis, as they do an interactive webinar with a focus on the PEOPLE in the traditional people, process, technology triad.
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Erwin Hermans, vice president, supply chain solutions, Celestica
John Sicard, chief operating officer, KinaxisCelestica delivers innovative supply chain solutions to OEMs in a variety of sectors including consumer, enterprise, industrial and healthcare. An element of its transformation is leveraging its expertise in supply chain management and information technology to build a Supply Chain Collaboration Center that drives improvements for customers in fulfillment performance, cycle time, inventory turns and supply chain management costs. Celestica is extending its Supply Chain Collaboration Centre to help its customers anticipate and prepare for unexpected changes in an extremely cost-competitive and volatile demand environment.
This presentation will highlight Celestica's business transformation journey and how the core supply chain technology suite is providing exceptional capabilities in demand and inventory planning, supply-demand balancing, and sourcing and supplier collaboration. Erwin will also describe how Kinaxis RapidResponse underpins the flexible and scalable infrastructure that enables Celestica to offer the Supply Chain Collaboration Center as a service to drive its customers' success.
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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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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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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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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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Managing Uncertainty in Volatile Global Economic Times
In the current business environment where the pace of business and competition continues to grow, responding rapidly to global economic change and/or major incidents such as the recent tragedy in Japan frequently requires organizations to collaborate and make tradeoffs. During this on-demand webcast, learn how Flextronics works to synchronize supply chain actions when faced with a constant stream of value chain exceptions, ranging from ordinary daily order changes to extraordinarily large and unexpected supply chain disruptions such as blockades, strikes and regional tragedies.
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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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In this on-demand webcast, Flextronics CIO, Dave Smoley, discusses the technology capabilities that are required to be a partner in their customers' planning processes and pro-active in responding to their changing needs, thus avoiding the organizational chaos and business risks of being on the tail-end of a bullwhip.
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You're facing increasing complexity in your supply chain. Thanks to these challenges, it's more necessary than ever for you to collaborate across your entire supply network — including working closely with suppliers, value-add vendors, and manufacturing partners. As global supply chains become more flexible and agile, they are also becoming increasingly more responsive to end market needs. Collaborative planning with suppliers is a strategic best practice used by market leaders to align their end-to-end supply chains.
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Global Webinar Series - Pharma Supply Chain Part 2
Part 2: High product value, short product shelf-life:
Solving the Biopharma-supply chain conundrum through enhanced flexibility, visibility and responsivenessReducing waste in Biopharma operations is a key initiative for many supply chain leaders across the industry. High product values, highly regulated operations, limited product shelf-lives, and increasing focus on network effectiveness, make this a skilful balancing act to get right.
What are the methodologies and systems that are enabling some of the most advanced Biopharma supply chains to adapt and respond to changing customer demands, reduce inventory and improve financial performance whilst cutting waste and maintaining high service levels?
This on-demand will examine all of these issues, and give participants a framework of processes, tools and examples to help drive significant improvements within your global operation.
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What S&OP Capabilities Matter Most? An Overview of User Requirements and Technology Offerings
Lora Cecere, partner, Altimeter Group
Trevor Miles, vice president, thought leadership, KinaxisHear key findings from recent research by Lora Cecere of Altimeter Group. Lora outlines key user requirements for S&OP technologies and answers the question of what's needed versus what's available in S&OP offerings today.
As S&OP grows in significance, companies are redefining S&OP and the supporting technological requirements. While the field evolves, everyone has a slightly different take of what the future state of S&OP maturity will look like. Learn the points of differentiation companies like Kinaxis are putting forward.
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CSCO Summit 2010
Creating the Next Generation Value Chain to Deliver Customer ValueAngel Mendez, senior vice president, customer value chain management, Cisco
John Sicard, chief operating officer, KinaxisCisco Systems is widely recognized as a global supply chain leader and has been amongst the most innovative organizations across industry in transforming the supply chain from a cost-centre to a competitive advantage. In response to rapidly shifting business demands, Cisco's emphasis has been to fully integrate previously siloed back-to-front end operations into a single global operations group that covers the extended value network, from downstream suppliers through to upstream customers.
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Pharma 2020: Maintaining competitiveness in a rapidly changing environment
As the topography of the global Pharma sector changes rapidly, alongside an uncertain macro climate, responding and reacting to current and future challenges will be the key to success. With patents expiring, pipelines shrinking and increased regulatory pressure, the focus now is very much on process improvement and efficiency, as complex product innovation and the cost of R&D changes the competitive landscape for the sector. This session will explore the key issues for the global Pharma Industry and discuss the impact of these trends on supply chain development, response and strategy.
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Using Segmentation Strategies for Supply-Demand Balancing in an Outsourced Environment
Jeff Range, Vice President, Global Operations, March Networks
Mid-market OEM's are faced with unique challenges in today's world of outsourcing. An effective balance between demand and supply in this environment is crucial, yet difficult to achieve. Learn how March Networks has used product segmentation processes and systems to overcome some of the supply chain challenges presented by outsourcing. -
Prescriptions for the Modern-Day Pharmaceutical Supply Chain
Elisabeth Kaszas, director, supply chain, Amgen
Wayne McDonnell, research director, life sciences, AMR Research
Trevor Miles, vice president, thought leadership, Kinaxis
The healthcare supply chain is faced with some unique challenges, especially for bio-pharmaceutical manufacturers. Given that many drugs are critical to patient health, much of the lean inventory practices employed in other industries (particularly popular for high-tech/electronics) are not acceptable options because of inventory shortage risks. As well, the typical pharmaceutical supply chain faces many regulatory bodies that are required to approve any changes in manufacturing or packaging, which limits the flexibility of the supply chain and adds to the challenges of inventory management and production capacity. -
Integrated Business Planning: Linking financial decision-making to supply chain performance
Nari Viswanathan, vice president and principal analyst, Aberdeen Group
Christian Verstraete, chief technology officer worldwide manufacturing & distribution industries, Hewlett-Packard
In today's challenging macro climate, the pressure to balance financial objectives with operational realities has never been greater. However, many organisations suffer from a lack of alignment between their finance, product management and supply chain professionals which leads to sub-optimal performance and reduced profitability. -
Emerging Supply-Demand Balancing Challenges and the Implications on Business Performance
Mark Utter, Senior Director, Supply Management, Qualcomm QCT and Clarence Chen, Principal, PRTM
Learn how key supply chain initiatives allowed Qualcomm to increase shipments more than fivefold while managing a greater than 50% increase in mix complexity.
