Creating and Embedding a Customer Driven Supply Chain

Size: px
Start display at page:

Download "Creating and Embedding a Customer Driven Supply Chain"

Transcription

1 To get there. Together. Creating and Embedding a Customer Driven Supply Chain Point of view

2 Contents Creating and Embedding a Customer Driven Supply Chain 3 How to Embed a Customer Driven Supply Chain 3 Barriers to creating a Customer Driven Supply Chain 6 Benefits of a Customer Driven Supply Chain 7 Further Information 8

3 Creating and Embedding a Customer Driven Supply Chain A key characteristic of many, if not all, of the very successful organisations is a supply chain that is truly connected to their customers. A customer driven supply chain starts with understanding the customer requirements, senses and responds rapidly to demand signals from all partners, the challenge is to successfully put in place the organisation structure, systems and processes which tackle the root causes of supply chain inefficiency. In this whitepaper, BearingPoint seeks to share the experience gained from our supply chain and customer management expertise. It examines the common roadblocks to creating and embedding a responsive supply chain and provides guidance on how to drive the changes required to make it truly customer driven. One of the key foundations of being customer driven is to have a robust and dynamic supply chain, where risks are understood and addressed. Specifically, by putting customer driven mechanisms in place to manage supply chain efficiency and effectiveness, organisations can consistently execute plans and service levels; collaborate across functions and geographies; and possess the decision support and governance needed for an ongoing strategy and decision-making process that derives competitive advantage from the supply chain. By effectively responding to real-time or near real-time demand signals, based on understanding customers initial needs, an organisation can guard against costly disruptions, dramatically improve the speedto-market of products, enhance customer service and reduce inventory. These achievements will not only help organisations leverage their supply chains to competitive advantage, but will move them toward becoming totally customer driven. How to Embed a Customer Driven Supply Chain Integrated Strategies and Responsiveness are Key There are a number of ways that organisations can begin to formulate a customer driven supply chain. At BearingPoint, our experience tells us that supply chain responsiveness is at the heart of being customer driven but it is a business wide focus on the customer which is required to be successful across the business, the brand and the customer key strategies which then drives the overall execution through the demand, supply and product cycle. The customer experience should be considered across the whole supply chain covering: suppliers, customers and consumers as well as internally within the business. To be effective a strong organisation structure, metrics and technology enablers are all required. BearingPoint suggests a number of effective strategies to ensure consistent customer experience across the three key areas. Point of view 3

4 Figure 1. The BearingPoint Customer Driven Supply Chain Framework The three key strategies drive the overall execution through the Demand, Supply and Product Cycle: Demand Cycle Product Cycle Supply Cycle XXBusiness Strategy including competitive landscape and positioning XXCustomer Strategy Customer Insight, Customer Offering/Proposition and Customer Segmentation XXBrand Strategy building the brand into the execution of delivery as well as the product itself Supplier Strategic Sourcing Supplier Integration & Collaboration PLM & Portfolio Mgt Competitor Collaboration Outsourcing Customer / Consumer Understand the customer needs through VOC Order & Delivery Channels Customer Collaboration - VMI, CPFR Customisation & Price Marketing Campaigns Category Mgt Internal Executive Leadership Finance Sales & Marketing Purchasing Manufacturing Logistics IT Service Delivery The customer experience needs to be viewed across the whole supply chain covering Suppliers, internally within the business as well as Customers and Consumers and is supported by Technology Enablers and a strong organisation structures and metrics. Technology Enablers - data visibility through the whole supply chain Effective Organisation Structures & Metrics Collaborate with your Customer or Consumer By directly speaking to a range of customers it enables a differentiated service to be offered to customers based on their overall needs and value. This can be implemented through extending the customer segments through the supply chain to minimise costs without impacting the quality of service. X XAfter speaking with key customers around the globe we developed and implemented a global customer segmentation model in the TelCo industry which identified three customer segments aligned to needs, value and behaviours. We defined service offerings for each of the three segments and led the implementation across all areas, working with customers to adopt collaborative planning, forecasting and replenishment (CPFR) and VMI tools and processes to utilise online portals to capture orders and forecasts. Customer Collaboration is an effective strategy to support forecasting. This is done by having frequent and regular conversations with customers instead of reviewing the previous year s sales and increasing or decreasing estimates based on what the expected market trends are. Through collaboration, the risk of short term demand fluctuations can be mitigated and new product introductions optimised. X XWorking closely with an organisation and their customers in Hi Tech sector we collated the initial POS data and create a category management function to enable the whole replenishment cycle. This resulted in the most up-to-date information for both their own and their competitors products and more regular communication with customers. This led to an increase in on-shelf availability and reduced stock throughout the supply chain and improved cash flow for customers and suppliers. 4 Point of view

5 Increase Supplier Flexibility Inflexible supply processes can be a barrier to becoming customer driven. A number of actions can be taken to increase the flexibility across these supply processes. X XWe worked with customers and suppliers to ensure visibility of information and developed an agile fulfilment model leveraging flexible production where possible and a make-to-stock model only where required and profitable. To do this a weekly order and delivery cycle was created for customers in high growth distributor/ retailer markets to improve the reliability and consistency of our client s service level. The outcome was lower inventory for customers and suppliers due to better information visibility and shorter cycle times. Strategic alliances and close working relationships are key to becoming customer driven. Organisations face significant challenges that range from trying to find the right suppliers to structuring the right partner relation ships that perform up to standards and comply with contracts and service levels whilst managing supply chain risk. X XA client in the Life Sciences sector handles this is in a very mature fashion with a dual sourcing strategy underpinned by a robust above-site supply chain planning process. The lead time for certain pharmaceutical products can run into years from producing the active ingredients to delivering the packaged product. In line with many other industries and organisations, manufacturing has moved to lower cost countries to make products more cost competitive. This however, presents logistical challenges with sudden increases in demand possible, combined with the length of lead time. Lack of product supply in the life sciences sector is clearly a health risk in addition to being a financial risk for the business. This was mitigated through a split sourcing approach with a percentage of supply available in shorter lead time and with greater flexibility. Segmenting the product portfolio to adapt productto-market strategies and demand supply policies to best meet the needs of each product group allows the service needs of different customers to be met. X XWith one of our clients, we reviewed product profile to determine what we offered to which customers, whether to make or buy and sourcing strategies for constrained raw materials. This enabled better stocking, capacity, pricing and material decisions to aid decision-making and resource prioritisation. Improving Internal Processes To ensure the supply chain is able to respond flexibly to customer needs, an organisation should have leadership consensus and involvement to coordinate the customer driven supply chain. Not only should executive leadership define direction but they must effectively help their teams remove barriers and effectively communicate across and outside the organisation and have consistent metrics in place. X XOne of our clients had a typical siloed planning capability with everyone having their own version of the truth. This led to sub-optimal decisions and planning as everyone had a different set of data and assumptions. To resolve this we helped establish a Sales and Operations Planning function which got the teams communicating effectively and working from the same information. Cross functional collaboration, communication and training must exist as there are a number of departments involved in seamless execution of response to demand signals. Effectively aligning operations, sales, marketing, manufacturing and IT is key to doing this. Such alignment requires training and education, as well as cross-collaboration during the normal course of operations. X X An example of where we worked with clients in this area was the establishment of a robust sales process with a mobile manufacturer. Training was Point of view 5

6 developed for all sales/sales admin personnel to ensure they understood the importance and impact of forecasting. In order to succeed we ensured key members of each team were taking ownership of motivating the wider team to collaborate for more accurate forecasting so it was not always left to the most senior personnel to play this role. Alongside this, metrics were changed so they were measured on sell through/out rather than sell in, promoting collaboration with customers and more accurate forecasts. Finally, advanced planning technologies should be used to support business optimisation, business process monitoring and event management in addition to the basic planning capabilities of forecasting, demandsupply planning, detailed scheduling and allocation. Before using all this functionality straight away, companies should ensure the most optimal processes and organisational structures are in place. Barriers to creating a Customer Driven Supply Chain In order to achieve a customer driven supply chain In our experience some of the major barriers organisations face which need to be addressed include: Understanding the Customer To be customer driven you first need to ensure you have spoken and understood the customer requirements and put in place the infrastructure to enable the key elements are fulfilled. It does not mean a separate solution is required for every customer individually but does promote clear communication and expectations on both sides to drive greater collaboration. Forecasting Accuracy In order to reduce costs and risks either an accurate customer forecast or the flexibility supply chain with very short leadtimes is required. Even the most efficient supply chain need a forecast to communicate with their suppliers effectively. Sales and marketing functions need to be enabled to provide robust forecasts and develop the competency needed to cope with that uncertainty. Sales Teams Failing to Reality-Check Forecasts Sales teams need to monitor sales trends. Being closest to the customer they are in the best position to determine why demand is not conforming to expected patterns and they should be measured on this basis. The demand-planning process must be capable of reacting in near real time to changes in actual demand. This can be done by monitoring point-of-sale (POS) data, which is obtained daily from the retailer or wholesaler, and using it to update the forecast. Ignoring How Customers Drive Value from Products and Services To be customer driven, the delivery speed and product choices that customers value should be considered. This in turn can increase revenue through retaining and growing customers by better segmentation and targeting which ensures offerings are better aligned to customer needs, values or behaviours. Providing a differentiated level of service for customer segments can enable a more responsive supply chain, better customer service and satisfaction and the development of advantageous long term strategies with the channel partners. 6 Point of view

7 Minimal Flexibility In order to respond to demand changes the organisation requires a consistent set of numbers and information which they can all use. However, many organisations are still planning and communicating within functional silos, with sub optimised processes, which limits supply chain flexibility and responsiveness. Moreover, if the entire supply chain function doesn t understand that forecasts and demand plans are just that forecasts and plans and, therefore that they will inevitably change, it needs to be flexible enough to function adequately. All functions need to be on board, and even then the plan will only be as good as its weakest link. Long Lead Times Many companies are taking advantage of the low-cost opportunities for sourcing, manufacturing and warehousing made possible by globalisation. Yet the fact that these operations are increasingly scattered geographically, is causing longer lead times and impeding the ability of companies to react to disruptions or changes within the product life cycle. Due to the lack of responsiveness and growing environmental considerations many are moving supply closer to demand. Miscommunication If upstream demand signals and expectations are not communicated, this not only impacts procurement, production and logistics but also has significant impact on new product development and a host of other functions. Few organisations have created the cross-functional planning teams necessary to effectively run the business. Benefits of a Customer Driven Supply Chain Once the barriers are addressed and the customer focused is embedded across the whole business a Customer Driven Supply Chain offers a number of significant benefits, among them: Higher customer-service levels: By focusing on their key requirements it creates higher customer service levels which can be managed through common structured metrics and a unified demand plan through cross-functional consensus can result in significantly higher perfect-order fill rates Leaner responsiveness: By forging collaborative relationships with customers, leveraging Point of Sale (POS) data and developing sales and operations planning (S&OP), organisations can reduce uncertainty and be more responsive to customer requirements Reduced supply chain costs and complexity: Effective forecasting and inventory improvement and capital asset utilisation together have the potential to lower costs and leaner the supply chain Reduced lead times: Customer Driven Supply Chain focuses on supplying exactly what the customer wants with minimum waste. The aim is to improve the ability to react to disruptions or changes within the product life cycle such as reducing cycle time, reducing inventory and increasing productivity Increased market velocity: An improved internal planning function and more effective collaborative planning with all partners in the value chain enhance both new product launches and pre-launch promotions Organisational transparency: With visibility, communication into the end-to-end supply chain and common metrics, organisations can continuously drive efficiency and process improvements, monitor previously identified risks and also reduce the cost Point of view 7

8 Further Information If you would like to understand how you could create a customer driven and responsive supply chain and assess where your business is in relation to others contact BearingPoint. You can also learn more about how we have transformed other businesses supply chains and how this could be applied to your business. Contact Stephen Coy Supply Chain & Procurement UK Lead Senior Manager Phone: +44 (0) BearingPoint. All rights reserved.

Synchronized value chain: Essential strategies for matching demand signals to supply networks

Synchronized value chain: Essential strategies for matching demand signals to supply networks Cross-Industry Supply Chain Synchronized value chain: Essential strategies for matching demand signals to supply networks In this white paper Introduction: Becoming a globally agile enterprise through

More information

Supply chain maturity study Comparator report HSCNI

Supply chain maturity study Comparator report HSCNI Supply chain maturity study Comparator report HSCNI November 21 Supply chain maturity comparator study Contents Page Introduction Results summary Supply chain strategy Supplier relationship management

More information

The Network Approach to Inventory Management

The Network Approach to Inventory Management The Network Approach to Inventory Management Getting Accurate Inventory Information Across the Entire Supply Chain Stream Creates Healthy Companies A GT Nexus White Paper The Inventory Challenge The problem

More information

Plan forecast optimise

Plan forecast optimise Plan forecast optimise Don t Forecast the future, CONTROL IT Reflex Business Forecasting breaks new ground. This is sales forecasting software with unique features that allow you to create real value for

More information

Six Key Trends Changing Supply Chain Management Today. Choosing the optimal strategy for your business

Six Key Trends Changing Supply Chain Management Today. Choosing the optimal strategy for your business A Knowledge-Driven Consulting White Paper 2009 Corporation Six Key Trends Changing Supply Chain Management Today Choosing the optimal strategy for your business Contents Demand Planning.........................................

More information

IMPROVING EFFICIENCY IN THE TELECOMMUNICATIONS SUPPLY CHAIN

IMPROVING EFFICIENCY IN THE TELECOMMUNICATIONS SUPPLY CHAIN Industry Solution Brief IMPROVING EFFICIENCY IN THE TELECOMMUNICATIONS SUPPLY CHAIN Achieving profitability within the telecommunications industry is more difficult than ever. Voice revenues continue to

More information

Four distribution strategies for extending ERP to boost business performance

Four distribution strategies for extending ERP to boost business performance Infor ERP Four distribution strategies for extending ERP to boost business performance How to evaluate your best options to fit today s market pressures Table of contents Executive summary... 3 Distribution

More information

Globalization Drives Market Need for Supply Chain Segmentation: Research & Key Strategies

Globalization Drives Market Need for Supply Chain Segmentation: Research & Key Strategies Globalization Drives Market Need for Supply Chain Segmentation: Research & Key Strategies Sponsored by: Conducted by: On behalf of: Introduction Businesses continue look to their supply chain operations

More information

Finance in All-Channel Retail. Improving the Customer Proposition through Effective Finance and Enterprise Performance Management

Finance in All-Channel Retail. Improving the Customer Proposition through Effective Finance and Enterprise Performance Management Improving the Customer Proposition through Effective Finance and Enterprise Performance Management In the digital world, customers expect an increasingly sophisticated shopping experience. Retailers that

More information

diversified industrials Supply and Demand Risk Management in Turbulent Times

diversified industrials Supply and Demand Risk Management in Turbulent Times diversified industrials Supply and Demand Risk Management in Turbulent Times KPMG LLP With consumer confidence shaken and spending curtailed, businesses are facing some of the most challenging operating

More information

Information Systems in the Enterprise

Information Systems in the Enterprise Chapter 2 Information Systems in the Enterprise 2.1 2006 by Prentice Hall OBJECTIVES Evaluate the role played by the major types of systems in a business and their relationship to each other Describe the

More information

Sage 300 Distribution

Sage 300 Distribution Sage 300 Distribution Win new markets, satisfy your customers, deliver high-quality products and services and steer your business in the right direction with Sage 300 Distribution! In this ever increasing

More information

Vehicle Sales Management

Vehicle Sales Management Solution in Detail Automotive Executive Summary Contact Us Vehicle Sales Optimizing Your Wholesale Business Efficient Sales Collaborative Operation Faced with declining margins, automotive sales organizations

More information

Tapping the benefits of business analytics and optimization

Tapping the benefits of business analytics and optimization IBM Sales and Distribution Chemicals and Petroleum White Paper Tapping the benefits of business analytics and optimization A rich source of intelligence for the chemicals and petroleum industries 2 Tapping

More information

Making Strategic Decisions with Oracle Advanced Planning. An Oracle White Paper September 2006

Making Strategic Decisions with Oracle Advanced Planning. An Oracle White Paper September 2006 Making Strategic Decisions with Oracle Advanced Planning An Oracle White Paper September 2006 Making Strategic Decisions with Oracle Advanced Planning SUMMARY Strategic decision making is more important

More information

THE MARKET-DRIVEN SUPPLY CHAIN CHARLES CHASE CHIEF INDUSTRY CONSULTANT SAS INSTITUTE INC.

THE MARKET-DRIVEN SUPPLY CHAIN CHARLES CHASE CHIEF INDUSTRY CONSULTANT SAS INSTITUTE INC. THE MARKET-DRIVEN SUPPLY CHAIN CHARLES CHASE CHIEF INDUSTRY CONSULTANT SAS INSTITUTE INC. MARKET-DRIVEN A DEFINITION Ability to quickly align a whole organization market-to-market. Focus is on horizontal

More information

Strategic Sourcing & Procurement Excellence

Strategic Sourcing & Procurement Excellence Strategic Sourcing & Procurement Excellence Mastering sustainable procurement strategies to generate significant value for your organisation through effective cost reduction and increased efficiency Singapore,

More information

Steel supply chain transformation challenges Key learnings

Steel supply chain transformation challenges Key learnings IBM Global Business Services White Paper Industrial Products Steel supply chain transformation challenges Key learnings 2 Steel supply chain transformation challenges Key learnings Introduction With rising

More information

SALES AND OPERATIONS PLANNING BLUEPRINT BUSINESS VALUE GUIDE

SALES AND OPERATIONS PLANNING BLUEPRINT BUSINESS VALUE GUIDE Business Value Guide SALES AND OPERATIONS PLANNING BLUEPRINT BUSINESS VALUE GUIDE INTRODUCTION What if it were possible to tightly link sales, marketing, supply chain, manufacturing and finance, so that

More information

By Ronald Ireland and Mary Adamy, Oliver Wight Americas, Inc.

By Ronald Ireland and Mary Adamy, Oliver Wight Americas, Inc. Strategic management: Retail S&OP etail The second article in a three-part series on retail sales and operations planning shows how retail S&OP has evolved into a strategic focused, executive-led integrated

More information

Maximising supply chain throughput with existing infrastructure

Maximising supply chain throughput with existing infrastructure Maximising supply chain throughput with existing infrastructure Improve customer service without capital outlay 1 the CHALLENGE SUPPLY CHAIN AND LOGISTICS Increasing global complexity and uncertainty is

More information

Increasing operational efficiency through improved customer service a case from the process maintenance business

Increasing operational efficiency through improved customer service a case from the process maintenance business Increasing operational efficiency through improved customer service a case from the process maintenance business Jaana Auramo, Kari Tanskanen and Johanna Småros Department of Industrial Engineering and

More information

Creating the Agile Supply Chain. Martin Christopher, Cranfield School of Management

Creating the Agile Supply Chain. Martin Christopher, Cranfield School of Management Creating the Agile Supply Chain Martin Christopher, Cranfield School of Management One of the biggest challenges facing organisations today is the need to respond to everincreasing levels of volatility

More information

Oracle s Agile Enterprise. for the Product Value Chain. Addressing the Challenges of Product-Oriented Businesses

Oracle s Agile Enterprise. for the Product Value Chain. Addressing the Challenges of Product-Oriented Businesses Oracle s Agile Enterprise Product Lifecycle Management for the Product Value Chain Addressing the Challenges of Product-Oriented Businesses Enterprise Product Lifecycle Management as a Strategic Initiative

More information

Supply Chain Management Build Connections

Supply Chain Management Build Connections Build Connections Enabling a business in manufacturing Building High-Value Connections with Partners and Suppliers Build Connections Is your supply chain responsive, adaptive, agile, and efficient? How

More information

Guide to Improving Forecast Accuracy

Guide to Improving Forecast Accuracy www.demandsolutions.com Guide to Improving Forecast Accuracy A 10-point plan for creating more accurate demand information A Management Series White Paper Presented by Demand Solutions No one doubts that

More information

Accenture Perfect CPG Analytics. End-to-end analytics services for fact-based business decisions and high-performing execution

Accenture Perfect CPG Analytics. End-to-end analytics services for fact-based business decisions and high-performing execution Accenture Perfect CPG Analytics End-to-end analytics services for fact-based business decisions and high-performing execution Moving from insights to action at speed Consumer Packaged Goods (CPG) companies

More information

Integrated Sales and Operations Business Planning for Chemicals

Integrated Sales and Operations Business Planning for Chemicals Solution in Detail Chemicals Executive Summary Contact Us Integrated Sales and Operations Business Planning for Chemicals Navigating Business Volatility Navigating Volatility Anticipating Change Optimizing

More information

The Supply Chain Management Processes

The Supply Chain Management Processes The Supply Chain Processes Keely L. Croxton, Sebastián J. García-Dastugue and Douglas M. Lambert The Ohio State University Dale S. Rogers University of Nevada, Reno Increasingly, supply chain management

More information

Transforming. Source & Deploy Solutions from Computacenter

Transforming. Source & Deploy Solutions from Computacenter Transforming the IT Supply Chain Source & Deploy Solutions from Computacenter CONTENTS 03 04-05 06-07 08-09 10 Effecting change Standard practice EXPERIENCE CERTAINTY Centres of excellence Reaping the

More information

Executive summary... 3 Overview of S&OP and financial planning processes... 4 An in-depth discussion... 5

Executive summary... 3 Overview of S&OP and financial planning processes... 4 An in-depth discussion... 5 Table of contents Executive summary... 3 Overview of S&OP and financial planning processes... 4 An in-depth discussion... 5 What are the benefits of S&OP and financial planning integration?... 5 Why is

More information

Scope of Supply Chain Management (SCM)

Scope of Supply Chain Management (SCM) Scope of Supply Chain Management (SCM) Session Speaker Prof. P.S.satish 1 Session Objectives To understand the scope of Supply Chain Management To compare different activities of Supply Chain Management

More information

THE SUPPLY CHAIN MANAGEMENT AND OPERATIONS AS KEY TO FUTURE COMPETITIVENESS FOR RESEARCH, DEVELOPMENT AND MANUFACTURE OF NEW VEHICLES

THE SUPPLY CHAIN MANAGEMENT AND OPERATIONS AS KEY TO FUTURE COMPETITIVENESS FOR RESEARCH, DEVELOPMENT AND MANUFACTURE OF NEW VEHICLES Journal of KONES Powertrain and Transport, Vol. 18, No. 3 2011 THE SUPPLY CHAIN MANAGEMENT AND OPERATIONS AS KEY TO FUTURE COMPETITIVENESS FOR RESEARCH, DEVELOPMENT AND MANUFACTURE OF NEW VEHICLES Julen

More information

The Future Perfect Supply Chain

The Future Perfect Supply Chain 53 Perimeter Center Suite 201 Atlanta, GA 30346 (877)237-4291 www.competitivelogistics.com The Future Perfect Supply Chain Achieving Responsiveness and Efficiency By Art Brown VP Professional Services

More information

Benefiting from Business Flexibility by Enabling Supply Chain Collaboration and Visibility in Real Time

Benefiting from Business Flexibility by Enabling Supply Chain Collaboration and Visibility in Real Time Benefiting from Business by Enabling Supply Chain and in Real Time Chris Gordon Lead Partner Supply Chain Consulting 1 Why flexibility has become important today? Global market dynamics have made companies

More information

Whitepaper series. February 2010. Five important questions CEOs and CFOs should ask their Supply Chain Directors. by Dr Norman Chorn Ed Tidmarsh

Whitepaper series. February 2010. Five important questions CEOs and CFOs should ask their Supply Chain Directors. by Dr Norman Chorn Ed Tidmarsh Whitepaper series February 2010 Five important questions CEOs and CFOs should ask their Supply Chain Directors by Dr Norman Chorn Ed Tidmarsh Five important questions CEOs and CFOs should ask their Supply

More information

LEAD LOGISTICS PARTNER

LEAD LOGISTICS PARTNER Lead Logistics Partner LEAD LOGISTICS PARTNER visit www.dhl.com/supplychain Delivering supply chain transformation that drives a competitive advantage. 2 Understanding supply chain dynamics Understanding

More information

Driving supply chain excellence through Lean Digital SM

Driving supply chain excellence through Lean Digital SM Solution Overview Generating Supply Chain Impact Driving supply chain excellence through Lean Digital SM Supply chain excellence offers competitive advantage in a global marketplace that is characterized

More information

Using SCOR to Compete and Grow in a Down Economy

Using SCOR to Compete and Grow in a Down Economy Using SCOR to Compete and Grow in a Down Economy How to Define, Align, and Transform Your Supply Chain for Operations Excellence Richard Sherman Founding Team Member & Board Emeritus Supply Chain Council

More information

Considerations. Change your viewpoint. Understand and pursue The Primary Metrics

Considerations. Change your viewpoint. Understand and pursue The Primary Metrics Considerations Change your viewpoint o After response time compression in your manufacturing/operating platform o You re no longer a manufacturing company that happens to manage inventory..you re an inventory

More information

THE SMARTER SUPPLY CHAIN OF THE FUTURE

THE SMARTER SUPPLY CHAIN OF THE FUTURE THE SMARTER SUPPLY CHAIN OF THE FUTURE IBM Global Chief Supply Chain Officer Study (C) 2008 asbl Atomium / Artists Rights Society (ARS), New York / SABAM, Brussels Photo Number: WC6D8959 Economic Volatility...

More information

At the Heart of Connected Manufacturing

At the Heart of Connected Manufacturing www.niit-tech.com At the Heart of Connected Manufacturing Transforming Manufacturing Operations to Drive Agility and Profitability The success of the new manufacturing network hinges on the agility of

More information

Innovations in Manufacturing Supply Chain. Alex Yap Senior Director, Manufacturing Strategy, APAC

Innovations in Manufacturing Supply Chain. Alex Yap Senior Director, Manufacturing Strategy, APAC Innovations in Manufacturing Supply Chain Alex Yap Senior Director, Manufacturing Strategy, APAC New Customer Expectations RESPONSIVNESS VISIBILITY CUSTOMIZATIONS SELECTION VALUE ADDED SERVICES SOCIALIZE

More information

Endeavour Dynamics Offering

Endeavour Dynamics Offering Endeavour Dynamics Offering Microsoft Dynamics AX 2012 is recognised as a global leading ERP system that supports a single instance strategy for medium to large enterprise companies. Endeavour is proud

More information

Webinar: The Three Cornerstones for Effective Supply and Demand Planning

Webinar: The Three Cornerstones for Effective Supply and Demand Planning Webinar: The Three Cornerstones for Effective Supply and Demand Planning with Richard Sharpe Lecturer, Georgia Tech Supply Chain & Logistics Institute CEO, Competitive Insights and Bryan Garland Consultant,

More information

Service Parts Management

Service Parts Management Solution in Detail Supply Chain Executive Summary Contact Us Service Parts Management Unlocking Profitable Service Revenues Unlocking Revenue The Integration Key When it comes to obtaining service parts,

More information

WHITE PAPER Improving Your Supply Chain: Collaboration, Agility and Visibility

WHITE PAPER Improving Your Supply Chain: Collaboration, Agility and Visibility WHITE PAPER Improving Your Supply Chain: Collaboration, Agility and Visibility Apprise.com Improving Your Supply Chain: Collaboration, Agility and Visibility The globalization of businesses and their supply

More information

Mastering working capital to build financially sustainable supply chains: A research perspective

Mastering working capital to build financially sustainable supply chains: A research perspective Mastering working capital to build financially sustainable supply chains: A research perspective Simon Templar I would like to acknowledge the assistance of the International Supply Chain Finance Community

More information

Briefing Paper. How to Compete on Customer Experience: Six Strategic Steps. www.syn gro.c om SynGro SynGro 2013 2013 Tel: +44 (0 ) 15 06 5 92 2 24

Briefing Paper. How to Compete on Customer Experience: Six Strategic Steps. www.syn gro.c om SynGro SynGro 2013 2013 Tel: +44 (0 ) 15 06 5 92 2 24 Briefing Paper How to Compete on Customer Experience: Six Strategic Steps How to Compete on Customer Experience: Six Strategic Steps Voice of the Customer as a term has come to reflect the growing understanding

More information

Chapter Twelve Marketing Channels: Delivering Customer Value

Chapter Twelve Marketing Channels: Delivering Customer Value Chapter Twelve Marketing Channels: Delivering Customer Value Marketing Channels: Delivering Customer Value Topic Outline Supply Chains and the Value Delivery Network The Nature and Importance of Marketing

More information

BUILDING A DEMAND-DRIVEN SUPPLY CHAIN THROUGH INTEGRATED BUSINESS MANAGEMENT FROM EXECUTION TO OPTIMIZATION ADVANCED EXECUTIVE EDUCATION SERIES

BUILDING A DEMAND-DRIVEN SUPPLY CHAIN THROUGH INTEGRATED BUSINESS MANAGEMENT FROM EXECUTION TO OPTIMIZATION ADVANCED EXECUTIVE EDUCATION SERIES BUILDING A DEMAND-DRIVEN SUPPLY CHAIN THROUGH INTEGRATED BUSINESS MANAGEMENT FROM EXECUTION TO OPTIMIZATION ADVANCED EXECUTIVE EDUCATION SERIES As the world of supply chain revolves more and more around

More information

The goal of logistics and supply chain management is to achieve competitive There is a growing advantage through both cost reduction and

The goal of logistics and supply chain management is to achieve competitive There is a growing advantage through both cost reduction and Logistics and Supply Chain Management: Creating Value-Adding Networks 3rd Edition Martin Christopher FT Prentice Hall 2005 ISBN: 02736811761, 298 pages Theme of the Book The central theme of the book is

More information

Marketing Channels: Delivering Customer Value

Marketing Channels: Delivering Customer Value Chapter Twelve : Delivering Customer Value : Delivering Customer Value Topic Outline Supply Chains and the Value Delivery Network Channel Decisions Public Policy and Distribution Decisions Supply Chains

More information

Client focused. Results driven. Ciber Retail Solutions

Client focused. Results driven. Ciber Retail Solutions Client focused. Results driven. Ciber Retail Solutions Multi-Channel Retailing Retailers are confronted by a downturn in consumer spending, ever-tighter margins, emerging shopping patterns, empowered consumers

More information

Supply chain & procurement Consulting Services

Supply chain & procurement Consulting Services www.pwc.ie/consulting Supply chain & procurement Consulting Services Realising value within and across the supply chain 1 Our Client Challenges Strategy What are my supply chain objectives service level

More information

Combining Lean and Agile

Combining Lean and Agile An Integrated Approach to Supply Chain Strategy: Combining Lean and Agile Solutions Professor Martin Christopher Cranfield School of Management Cranfield University Cranfield Bedford MK43 0AL United Kingdom

More information

Next-Generation Supply Management

Next-Generation Supply Management Cisco Internet Business Solutions Group (IBSG) Cisco IBSG 2012 Cisco and/or its affiliates. All rights reserved. Next-Generation Supply Management Authors Ram Muthukrishnan Kevin Sullivan May 2012 Cisco

More information

Supporting the Perfect Order: Collaborative S&OP and VMI

Supporting the Perfect Order: Collaborative S&OP and VMI Supporting the Perfect Order: Collaborative S&OP and VMI October 30, 2012 Frankfurt, Germany Gary Neights Director, Product Management The Multi-Echelon Supply Chain Plan Your Supplier s Suppliers Your

More information

The business case for agile supply chains

The business case for agile supply chains The business case for agile supply chains Differentiate, Innovate, Perform From cost reduction to improved responsiveness, introducing agility into your supply chain can deliver measurable financial and

More information

WHITE PAPER. Portland. Inventory Management. An Approach to Right-sizing your Inventory. By Andrew Dobosz & Andrew Dougal January 2012

WHITE PAPER. Portland. Inventory Management. An Approach to Right-sizing your Inventory. By Andrew Dobosz & Andrew Dougal January 2012 WHITE PAPER Inventory Management An Approach to Right-sizing your Inventory By Andrew Dobosz & Andrew Dougal January 2012 Portland Introduction Inventory management having the right product in the right

More information

Retail. White Paper. Driving Strategic Sourcing Effectively with Supply Market Intelligence

Retail. White Paper. Driving Strategic Sourcing Effectively with Supply Market Intelligence Retail White Paper Driving Strategic Sourcing Effectively with Supply Market Intelligence About the Author Devaraj Chithur Devaraj is part of the Supply Chain group within Tata Consultancy Services (TCS)

More information

t h e H i gh - Tech Sector

t h e H i gh - Tech Sector Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.988.7900 F.508.988.7881 www.manufacturing-insights.com Acceleratin g Business Change Through Next- Generation ERP Call to Action f o r

More information

Evaluation Guide. Sales and Operations Planning Performance Blueprint

Evaluation Guide. Sales and Operations Planning Performance Blueprint Evaluation Guide Sales and Operations Planning Performance Blueprint Introduction What if it were possible to tightly link sales, marketing, supply chain, manufacturing and finance, so that executives

More information

Supply Chain Performance Achieving Strategic Fit and Scope. Bent Steenholt Kragelund benk@itu.dk

Supply Chain Performance Achieving Strategic Fit and Scope. Bent Steenholt Kragelund benk@itu.dk Supply Chain Performance Achieving Strategic Fit and Scope Bent Steenholt Kragelund benk@itu.dk Competitive and Supply Chain Strategies Competitive strategy defines the set of customer needs a firm seeks

More information

Supply Chain Trends 2014

Supply Chain Trends 2014 trends making today s leaders 0 Deloitte SAS Methodology Affected sectors: Deloitte launched a worldwide survey («The 0 Global Supply Chain Survey») with manufacturing and retail companies to identify

More information

4 Key Tools for Managing Shortened Customer Lead Times & Demand Volatility

4 Key Tools for Managing Shortened Customer Lead Times & Demand Volatility ebook 4 Key Tools for Managing Shortened Customer Lead Times & Demand Volatility 4 Key Tools for Managing Shortened Customer Lead Times & Demand Volatility S U P P L Y C H A I N Content Introduction Tool

More information

Dance of the giants What leading companies are doing to optimise their end-to-end supply network

Dance of the giants What leading companies are doing to optimise their end-to-end supply network ARTICLE Dance of the giants What leading companies are doing to optimise their end-to-end supply network By Robert Hart, TRACC Publications Editor EXECUTIVE SUMMARY Whether one agrees with the methodology

More information

Wholesale Distribution Industry Outlook

Wholesale Distribution Industry Outlook Wholesale Distribution Industry Outlook The wholesale distribution industry is changing. The days of solely delivering manufacturers products to retail customers at a competitive price are gone. Today,

More information

Digital Strategy. How to create a successful business strategy for the digital world.

Digital Strategy. How to create a successful business strategy for the digital world. Digital Strategy How to create a successful business strategy for the digital world. Digital Strategy Overview Every business today needs a digital strategy. Products and services need to be digitally

More information

Sage MAS 90 and 200. Extended Enterprise Suite S

Sage MAS 90 and 200. Extended Enterprise Suite S Sage MAS 90 and 200 Extended Enterprise Suite S An End-to-End Approach to Business Software At Sage, we ve been supporting businesses like yours with world-class business software for well over a quarter

More information

Digital Strategy. Digital Strategy. 2015 CGI IT UK Ltd. Digital Innovation. Enablement Services

Digital Strategy. Digital Strategy. 2015 CGI IT UK Ltd. Digital Innovation. Enablement Services Digital Strategy Digital Strategy Digital Innovation Enablement Services 2015 CGI IT UK Ltd. Contents Digital strategy overview Business drivers Anatomy of a solution Digital strategy in practice Delivery

More information

A BearingPoint Accelerator The current challenges for life sciences industries are the optimization and harmonization of business processes, the

A BearingPoint Accelerator The current challenges for life sciences industries are the optimization and harmonization of business processes, the > Life Sciences Accelerator A BearingPoint Accelerator The current challenges for life sciences industries are the optimization and harmonization of business processes, the enhancement of client satisfaction

More information

White paper: Information Management. Information is a strategic business asset are you managing it as such?

White paper: Information Management. Information is a strategic business asset are you managing it as such? White paper: Management Tieto 2013 is a strategic business asset are you managing it as such? White paper: Management Tieto 2013 Management the right decisions and actions at the right time based on correct

More information

Digital Customer Experience

Digital Customer Experience Digital Customer Experience Digital. Two steps ahead Digital. Two steps ahead Organizations are challenged to deliver a digital promise to their customers. The move to digital is led by customers who are

More information

Enhancing Customer Value through Supply Chain Excellence

Enhancing Customer Value through Supply Chain Excellence Enhancing Customer Value through Supply Chain Excellence Picture Source: http://www.regalzonophon ecom/ep's%20&%20lp's% e.com/ep 20-%20TRLPS21%20- %20New%20Frontier%20- %20New%20York%20Staff %20Band.htm

More information

The Beginner s Guide to Inventory Management

The Beginner s Guide to Inventory Management The Beginner s Guide to Inventory Management Brought to you by Cin7 What is inventory? Inventory is a broad term that encompasses every physical thing that a business owns - from the desks and computers

More information

QlikView for supply chain

QlikView for supply chain QlikView for supply chain Consumer products qlik.com QlikView for the consumer products supply chain Political Increased regulatory and compliance pressures Political uncertainty Heightened environmental

More information

is an affordable, modern software solution specifically for your type of business.

is an affordable, modern software solution specifically for your type of business. Delivering Business Solutions t: +44 (0) 844 8000 803 e: enquiries@inixion.com The Finance Solution Finance Accounting Ledgers With competition and economic climate pressures ever increasing, the requirements

More information

Agile Manufacturing for ALUMINIUM SMELTERS

Agile Manufacturing for ALUMINIUM SMELTERS Agile Manufacturing for ALUMINIUM SMELTERS White Paper This White Paper describes how Advanced Information Management and Planning & Scheduling solutions for Aluminium Smelters can transform production

More information

QlikView for Supply Chain. Consumer Products

QlikView for Supply Chain. Consumer Products QlikView for Supply Chain Consumer Products QlikView for the Consumer Products Supply Chain Political Increased regulatory and compliance pressures Political uncertainty Heightened environmental concerns

More information

WHITE PAPER. Responsive Supply Chain. Abstract

WHITE PAPER. Responsive Supply Chain. Abstract WHITE PAPER Responsive Supply Chain Abstract Short product lifecycles, fickle consumers and dispersed supply chains characterize today s Retail, Apparel and Footwear environment. While companies have made

More information

Building Relationships by Leveraging your Supply Chain. An Oracle White Paper December 2001

Building Relationships by Leveraging your Supply Chain. An Oracle White Paper December 2001 Building Relationships by Leveraging your Supply Chain An Oracle White Paper December 2001 Building Relationships by Leveraging your Supply Chain EXECUTIVE OVERVIEW This white paper illustrates why a fusion

More information

Omni-Channel Logistics

Omni-Channel Logistics Omni-Channel Logistics ecommerce has entered the mainstream in force, with the Global ecommerce market now standing at over $1 trillion - so retailers who ignore this growing market segment do so at their

More information

The Customer Relationship Management Process

The Customer Relationship Management Process The Customer Relationship Management Process E d u c a t i n g t h e W o r l d s B e s t A i r F o r c e Slide 1 The Supply Chain Management Processes Information Flow Supply Chain Management Processes

More information

Enterprise Systems: From Supply Chains to ERP to CRM

Enterprise Systems: From Supply Chains to ERP to CRM Enterprise Systems: From Supply Chains to ERP to CRM Management Information Code: 164292-02 Course: Management Information Period: Autumn 2013 Professor: Sync Sangwon Lee, Ph. D D. of Information & Electronic

More information

Winning in North America. Bruno Biasiotta, President Market Group Americas, Philips Lighting

Winning in North America. Bruno Biasiotta, President Market Group Americas, Philips Lighting Winning in North America Bruno Biasiotta, President Market Group Americas, Philips Lighting 1 Key takeaways Philips is the leader in Lighting in the attractive North America market We are transforming

More information

Business Intelligence

Business Intelligence S2 Connecting Customers Business Intelligence Microsoft and the Microsoft logo are registered trademarks and/or trademarks of the Microsoft Corporation in the US and/or other countries. 2001 Microsoft

More information

EUROPEAN QUALIFICATION STANDARDS for LOGISTICS PROFESSIONALS

EUROPEAN QUALIFICATION STANDARDS for LOGISTICS PROFESSIONALS EUROPEAN QUALIFICATION STANDARDS for LOGISTICS PROFESSIONALS Preface The European Logistics Association (ELA) introduced since 1998 a set of Standards in Logistics and Supply Chain Management, which form

More information

Microsoft Dynamics Food and Beverage Distribution Telesales Guide

Microsoft Dynamics Food and Beverage Distribution Telesales Guide Microsoft Dynamics Food and Beverage Distribution Telesales Guide This telesales guide provides an overview of the information you will need to drive demand for Microsoft Dynamics ERP or CRM solutions

More information

Supply chain segmentation: the next step in supply chain excellence. Rich Becks, General Manager, E2open. Contents. White Paper

Supply chain segmentation: the next step in supply chain excellence. Rich Becks, General Manager, E2open. Contents. White Paper White Paper Supply chain segmentation: the next step in supply chain excellence Rich Becks, General Manager, E2open 2 2 4 6 7 9 Contents Executive Summary People, Processes, and Technologies: What It Really

More information

Optimizing Sales & Trade Planning Delivering New Proficiency in Your Value Chain

Optimizing Sales & Trade Planning Delivering New Proficiency in Your Value Chain Delivering New Proficiency in Your Value Chain An Oracle White Paper November 2014 EXECUTIVE OVERVIEW THE INTEGRATED PLANNING CHALLENGE Here is some new news most Consumer Goods (CG) companies are not

More information

Fáilte Ireland Sales Academy. The Fáilte Ireland International Sales Management Programme The Fáilte Ireland Sales Excellence Programme

Fáilte Ireland Sales Academy. The Fáilte Ireland International Sales Management Programme The Fáilte Ireland Sales Excellence Programme Fáilte Ireland Sales Academy The Fáilte Ireland International Sales Management Programme The Fáilte Ireland Sales Excellence Programme PROGRAMME OVERVIEW The very best tourism professionals are strategically

More information

Operations Practice. Excellence in Supply Chain Management

Operations Practice. Excellence in Supply Chain Management Operations Practice Excellence in Supply Chain Management 3 Foreword As the global business landscape continues to evolve, so do its challenges. New competitors are entering the market. Product life cycles

More information

How to Cheat and Make Better Decisions with Predictive Analytics. Track 1 Session 3

How to Cheat and Make Better Decisions with Predictive Analytics. Track 1 Session 3 How to Cheat and Make Better Decisions with Predictive Analytics Track 1 Session 3 Robert Heaney - Title: Lead Analyst, Supply Chain Management - Company: Aberdeen Group - Email : Bob.Heaney@Aberdeen.com

More information

Meeting the Challenges of Supply Chain Management

Meeting the Challenges of Supply Chain Management Meeting the Challenges of Supply Chain Management Brand owners require innovative product configuration strategies to optimize supply chain effectiveness By John R. Kenney, Jr., ModusLink Corporation Price

More information

Asset Management. Enabling effective estates strategies >

Asset Management. Enabling effective estates strategies > Asset Management Enabling effective estates strategies Enabling effective estates strategies In these challenging times, we help our clients deliver strategies that contribute to the overall performance

More information

Accenture CAS: integrated sales platform Power at your fingertips

Accenture CAS: integrated sales platform Power at your fingertips Accenture CAS: integrated sales platform Power at your fingertips Understanding the market It is a tough market out there: margins are tightening, competition is increasing and the retail landscape is

More information

HISTORY AND INTRODUCTION

HISTORY AND INTRODUCTION HISTORY AND INTRODUCTION I 1 Introduction The APICS dictionary defines the term supply chain as either the processes from the initial raw materials to the ultimate consumption of the finished product linking

More information

Transform your data to increase CRM effectiveness

Transform your data to increase CRM effectiveness Transform your data to increase CRM effectiveness An Experian report May 2014 Transform your data to increase CRM effectiveness - 1 Table of contents 1 Customer Relationship Management continues to grow

More information

Chapter Twelve Marketing Channels: Delivering Customer Value Copyright 2009 Pearson Education, Inc. Chapter 12 - slide 1 Publishing as Prentice Hall

Chapter Twelve Marketing Channels: Delivering Customer Value Copyright 2009 Pearson Education, Inc. Chapter 12 - slide 1 Publishing as Prentice Hall Chapter Twelve Marketing Channels: Delivering Customer Value Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall Chapter 12 - slide 1 Marketing Channels: Delivering Customer Value Topic

More information