Stijn-Pieter van Houten

In 10 years’ time, planning will be a whole different ballgame. Now is the time to start preparing – in terms of technology, talent, and organization. In a series of 4 articles, we will share our views on the future of planning. In the current article we will discuss how technology is taking over the majority of planning activities, leaving room for planners to focus on the exceptions.

Food companies will have to seriously reshape their supply chains to stay resilient during and beyond the current crisis. From optimising portfolios and rethinking operations to accommodating a massive shift in demand and substantial growth in online channels, everything is on the table – including how to create a more responsible food supply chain.

In 10 years’ time, planning will be a whole different ballgame. Now is the time to start preparing – in terms of technology, talent, and organisation. The COVID-19 pandemic could in fact be the turning point, if you want your company to quickly respond, recover and thrive in the post-crisis era. In a series of 4 articles, we will share our views on the future of planning. In this article we discuss the 5 megatrends that are already - or soon will be - impacting your supply chain.

Customers now expect more from their purchase experience. Exceeding these expectations could require an agile supply value chain -- one made possible through digital supply networks.

Do you want to fulfil the increase demand for all your consumer expectations? Increasing your efficiency and meet the demands long before the orders. Start your journey to a customer centric supply chain here.

A well-implemented IBP process is a key component for any organization to meet customer demand, remain competitive and flexible, and streamline operation accordingly. Implementing IBP in-line with leading practice and preparing organizations for the Next Generation of IBP is far from straightforward. To assist current and potential clients with this, we have developed the latest piece of eminence “Maintaining your competitive edge in the future; A practical guide to NextGen IBP for Consumer… Meer weergeven

A well-implemented IBP process is a key component for any organization to meet customer demand, remain competitive and flexible, and streamline operation accordingly. Implementing IBP in-line with leading practice and preparing organizations for the Next Generation of IBP is far from straightforward. To assist current and potential clients with this, we have developed the latest piece of eminence “Maintaining your competitive edge in the future; A practical guide to NextGen IBP for Consumer Products companies. Minder weergeven

The Consumer Packaged Goods (CPG) industry is evolving rapidly. Consumers expect more choice, faster delivery and lower prices, based on technology that enables them to shop wherever and whenever they want to. Also, stakeholders – from consumers to legislators – require more transparency into e.g. working conditions and environmental impact. CPG companies must be able to have full visibility and respond immediately to anything that might not meet their customers’ expectations – or even better… Meer weergeven

The Consumer Packaged Goods (CPG) industry is evolving rapidly. Consumers expect more choice, faster delivery and lower prices, based on technology that enables them to shop wherever and whenever they want to. Also, stakeholders – from consumers to legislators – require more transparency into e.g. working conditions and environmental impact. CPG companies must be able to have full visibility and respond immediately to anything that might not meet their customers’ expectations – or even better, prevent incidents from happening in the first place. Therefore, supply chains need to become increasingly more differentiated in terms of cost, responsiveness and agility to remain competitive. Hindsight is good, insight is better, but foresight – into your supply chain – will bring you the defining competitive edge. Minder weergeven

Deloitte's supply chain practice is helping companies across Europe implement critical supply chain transformation and digitisation programmes

https://www.gigabitmagazine.com/magazine/gigabit/october-2018?amp

As corporate leaders look at their supply chains, they often see design and execution that struggle to meet today’s competitive imperatives, much less imperatives that will arise in the coming years.

New technologies are reinventing supply chains. Customers increasingly expect a more tailored or personalized experience. Operating in this environment will require an entirely new way to architect and manage supply chains. To succeed in the coming years, companies will need:

+… Meer weergeven

As corporate leaders look at their supply chains, they often see design and execution that struggle to meet today’s competitive imperatives, much less imperatives that will arise in the coming years.

New technologies are reinventing supply chains. Customers increasingly expect a more tailored or personalized experience. Operating in this environment will require an entirely new way to architect and manage supply chains. To succeed in the coming years, companies will need:

+ Asset-light supply chain configurations across a broader ecosystem

+ New skills to architect and manage multiple supply chains

+ The application of innovative technologies to deal with complexity Minder weergeven

In today’s hyper-competitive markets, slicing and dicing the supply chain to service ever more diverse and demanding customers has become the core challenge for Chief Supply Chain Officers.

Unfortunately, traditional supply chain operating models are not fit for this purpose. And simply expanding the number of supply chain configurations and maintaining separate organizations to manage them—the approach being followed by most organizations—is driving too much complexity.

It is… Meer weergeven

In today’s hyper-competitive markets, slicing and dicing the supply chain to service ever more diverse and demanding customers has become the core challenge for Chief Supply Chain Officers.

Unfortunately, traditional supply chain operating models are not fit for this purpose. And simply expanding the number of supply chain configurations and maintaining separate organizations to manage them—the approach being followed by most organizations—is driving too much complexity.

It is time to move to a new supply chain operating model, one that equips the supply chain to provide truly differentiated service. Digital technologies are the key; they enable supply chain segmentation that is truly granular, highly dynamic and can be rigorously executed. Minder weergeven

Today’s supply chains are global, symbiotic networks where many factors—not all of them predictable—make it a constant struggle to balance supply and demand and maintain profitable operations. Yet, despite the growing complexity many companies still cling to the old ways of balancing supply and demand.

We believe that companies need to adopt profit, sales and operations planning (PS&OP)—a holistic and pragmatic planning approach to better anticipate, react to and mitigate the impact of… Meer weergeven

Today’s supply chains are global, symbiotic networks where many factors—not all of them predictable—make it a constant struggle to balance supply and demand and maintain profitable operations. Yet, despite the growing complexity many companies still cling to the old ways of balancing supply and demand.

We believe that companies need to adopt profit, sales and operations planning (PS&OP)—a holistic and pragmatic planning approach to better anticipate, react to and mitigate the impact of permanent volatility. This approach integrates sophisticated analytics and scenario planning for profitability to help teams reach more profitable operations decisions.

In this point of view, we provide:

- A summary of changes needed to traditional sales and operations planning to ground it in profit and revenue goals, and the benefits these changes can bring.

- An overview of our work with companies undergoing profit, sales and operations planning transformations to identify the foundational components of implementing a PS&OP operating model, as well as the barriers in implementing the required changes.

- Two case studies based on our work with clients in the telecommunications and consumer goods industries that confirm the efficacy of the PS&OP approach. Minder weergeven

This paper demonstrates how achieving a seamless integration of the R&D, supply chain and commercial functions will require transforming life sciences’ traditional supply chains into dynamic and segmented end-to-end value chains. These value chains will fully align with and enable business strategy and act as engines of financial growth.