Supply chain analytics provides insights that focus valuable human resources on actions that have the greatest impact on supply chain optimization. Using well-chosen metrics, planners can pro-actively monitor, measure, control and correct the key drivers of business performance. Building analytics into the fabric of the supply chain converts data into easily consumed knowledge, puts actionable information at the fingertips of stakeholders in supply chain optimization, and helps executives follow a course of informed, proactive decision-making based on real information across the enterprise.
The goal is to provide advanced insights that focus valuable human resources on actions that have the greatest impact. By focusing on well-chosen real-time metrics, these teams proactively monitor, measure, control and correct the key drivers of business performance. Rather than running reports or populating spreadsheets, hoping to gain insight from past performance into where and how adjustments can be made to improve future efficiency, they infuse the entire supply chain management (SCM) system with the ability to sense and correct deviations from optimal performance every day. Their supply chain optimization is built on a performance management architecture.
A good performance management system translates the company’s plan, which ideally spans supply, demand and finance, to the appropriate level of aggregation and time horizon. Performance management converts huge repositories of data into easily consumed knowledge that accelerates your time-to-alert, time-to-resolution and prioritization of high-value actions. It provides vital input to the sales and operations planning (S&OP) process, and helps find the “needle in a haystack” root causes of problems, rather than just flagging the symptoms.
This white paper describes how to get started using advanced analytics to accelerate time-to-alert and time-to-resolution, prioritize high-value actions, and provide vital input to the S&OP process.