Supply chain visibility… ah, yes, possibly the most over used term in the industry. And as is typical with over used terms, there are as many interpretations as there are colors in a kaleidoscope. What it means, what it involves, and what the goal is can be very different depending on the person, the organization… and even (or especially!) the solution provider. Below you will find video links to Kinaxis customers that speak to the visibility they have gained from RapidResponse, which so fittingly articulates the three key components we believe are critical to gaining the type of visibility that can produce real value for an organization. Multi-Enterprise – For visibility to be truly insightful, it must be all inclusive. A company must have the ability to consolidate data from multiple sites (internal or external to the organization) for a holistic view of the extended supply chain. No longer is it only an issue of visibility between functions (and that is still a big issue!), but also of visibility between companies. Piece meal information will only provide a look into a fraction of the business. For global performance management, one needs global visibility. A multi-tier, multi-enterprise view of operations is required to have a full outlook of the business and to strategically manage operations as appropriate. Harmonization – At the heart of multi-tier, multi-enterprise visibility is the necessity for data harmonization across multiple data systems. In large part, this means achieving consistency in things like item identification, unit of measures, and time buckets. If you can’t connect the data in a synchronized way, then you will still be faced with trying to analyze separate silos of information. A single “view” of the supply chain must equate to a fully reconciled representation of the supply chain data pulled from disparate systems. Modeling – Visibility without the tools to drive action gives only minor advantages to the organization. In environments where there are hundreds of decisions throughout the day that must be made at the moment, static visibility alone is not enough. The problems are complex and require one to interact with data in a collaborative way performing real-time calculations and data modeling. One needs to be able to analyze the information, not just see it. They must be able to test out different decision alternatives to understand the cause and effect of their actions; this takes visibility from seeing “what currently is” to seeing “what may be”. Enough with my pontificating. Check out these “2-minutes or less” video clips to hear from your peers on what they have gained with this value-based definition of visibility. ANRITSU “…before it was a chain of a planner, to a buyer, to a CM, and that could take days of communication. Now that planner has visibility all the way down to a CM level immediately.” TERADYNE “…we worked with our contract manufacturers and said, ‘Give us the feed, give us the feeds into our RapidResponse system so I can re-create your MRPs in our system and we can link them together and get a holistic view of our supply chain.’ " CELESTICA “Having the visibility is one thing, but being able to synchronize it so that you know the cause and effect of everything… is something that’s key to our clients… ”
Our Customers Are Talking – To hear more from Kinaxis customers on the topics of end-to-end supply chain visibility and orchestration, what-if scenarios, platform features and business results, watch these video clips.