Is Demand Planning just a stepping stone? Dan Gilmore at Supply Chain Digest has some interesting survey numbers that may light a fire under some demand planning teams.
According to the report, Demand Planner Benchmark – Survey 2013: Current Practices and Results, more than half of companies in North America and Europe (52%) view demand planning as “just a stepping stone to other roles in supply chain or finance.” Less than one third of respondents said “a nice career could be built in the demand planning area alone.”
I went back and re-read a Gartner report about how to change your S&OP process from traditional to “Demand Driven”. My goal was to help my partners identify the discrete attributes they should cultivate and the actions they should embrace.
Big Data, Sales and Operations Planning, and Supply Chain Maturity are topics I see trade publications writing about often. This led me down a path and to a question: how does this impact what you measure?[..]
“If you don’t have good people you are running a giant ‘going-out-of-business’ sale!”
That’s how Jake Barr started a recent panel discussion on the supply chain talent gap at the Supply Chain Insights conference last month.
He continued to rattle off ear-catching proof points of a current and worsening talent shortage.[..]
As supply chain teams demand the power of best-of-breed supply chain optimization solutions, the question becomes how best to integrate these powerful solutions with an organization’s existing enterprise resource planning (ERP) and advanced planning and scheduling (APS) systems. [..]
You’ll note in the headline I use the preposition “of” instead of “to” when describing the “journey of Supply Chain Excellence.” The significance of this wording is that the journey doesn’t have an implied end or completion. Successful supply chain practitioners always seek opportunities to improve, understand the competitive and regulatory environments are fluid, and improvements in process, policy, practice, performance measures, and technology will continue to present themselves. In response, the organization can choose to be proactive or reactive. [..]
I always hear people say (and I’m guilty of saying it myself), “it isn’t the technology that provides benefits in a supply chain project; it’s changing the business process.” Yes, however there is a beautiful thing that happens when technology enables the business process change. The symmetry of technology and purpose is why we love working in Supply Chain. [..]
The effective art and science of supply chain capacity planning has quietly been pushed to the back burner for many companies. Frankly, I am baffled by how many global, relatively mature supply chain organizations are not paying attention to how they balance supply and demand given capacity and material constraints.
How often have you tried to get your CEO, or someone who can influence the CEO, to listen to new ideas? In today’s fast paced, crisis around every corner of the world it can be extremely difficult. You understand the gains that can be realized from a supply chain transformation project.
The apparel industry uniquely combines the characteristics of make-to-stock manufacturing with consumer-driven fashion volatility which can lead to a supply chain forecasting nightmare. Speaking with several supply chain executives in the apparel industry, attribute-based SKU-level forecasting is not just difficult; it is often impossible. To reign in the chaos many have turned to massive spreadsheets or homegrown solutions to account for color, size, style, region, gender, season, etc. [..]