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Autonomous Planning in Supply Chain: 4 Must-Haves for Next-Generation Platforms

Logistics Viewpoints

According to data from a recent research survey, the following were on top of the supply chain headaches not addressed by their current systems: Supply shortages due to supplier’s inability to meet expected performance targets. Automated forecasting processes. Data cleansing and data robustness. Network cost modeling.

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Good Times Can Be Dangerous to Supply Chain Operations

Logility

A consequence of long periods of economic growth, like the one we just had from June 2009 until March 2020, is that many members of the supply chain team have only experienced managing a supply chain during growth. Even experienced supply chain members may have forgotten what they learned during the last recession more than 10 years ago.

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Supply Chain Optimization for Consumer Packaged Goods Inventory

Logility

Between 2000 and 2009, the average profit for this industry grew by over 10% year on year, but over the next decade, annual profit growth fell to just 3.2%. Traditionally, the biggest challenge to the CPG industry is forecasting demand. These systems offer capabilities such as: Demand forecasting and demand sensing.

Modeling 130
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My Quest to Build Holistic Thinking

Supply Chain Shaman

The dialogue continued for an hour, with Mark steadily drip-feeding me with more information about his expertise and ending with him opening his desk to give me the recent audit by the SAP sales team on the organization’s use of data. He was very proud of the finance team’s capabilities to forecast. I listened.

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VTech: A Story of a Supply Chain Leader

Supply Chain Shaman

Over the period of 2009-2015, only 88% of companies made improvement on the Supply Chain Metrics That Matter. Companies passing these two tests are then analyzed against the performance factors for 2009-2015: Growth. The ATT forecasting process at that time was best described as a séance. Operating Margin.

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My Quest to Build Holistic Thinking

Supply Chain Shaman

The one-way dialogue continued for an hour, with Mark steadily drip-feeding me with more information about his expertise and ending with him opening his desk to give me the recent audit by the SAP sales team on the organization’s use of data. He was very proud of the finance team’s capabilities to forecast. I listened.

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Intelligent IBP: A Need for Decision Centricity

Supply Chain Trend

Palmatier and Crum (2002), Coldrick, Ling, and Turner (2003) and Bob Stahl (2009) all assert that S&OP is first and foremost an executive decision-making process. The average forecaster or planner will understand that the wave-one or wave-two technologies they are working with can’t provide these decision capabilities.