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We show companies how to align demand and supply plans at the detail level. We’ll help you develop and improve sales forecasting, master planning and scheduling, capacity planning, production planning, and the execution of production and logistics plans. We know how to create better relationships with customers and suppliers so you can reduce inventory in the supply chain and improve customer service. We teach supply chain partners how to collaborate opportunistically and how to problem-solve together.
Start with reviewing some of our thought-leadership pieces on supply chain collaboration and Integrated Planning and Control resources below; then call us for more help.
Author Tom Strohl issues this challenge to pharmaceutical leaders in a new white paper: Pay attention to your supply planning processes – or risk financial and regulatory peril.
“Show me a company with broken supply planning processes, and I will show you where serious compliance failures either already exist or are soon to follow,” he states.
Read this white paper to learn:
• How poorly functioning supply planning processes almost always lead to supply chain disruptions and serious compliance flaws.
• Symptoms of poor supply planning processes.
• How a pharmaceutical maker fixed its supply planning problems – and turned around its compliance and financial performance.
The authors discuss the complexities of Data Accuracy and the higher expectations in today’s global manufacturing environment. Read about a company who faced this challenge head on. They identified the fact that their old approach was a root cause of significant waste. Today, forecast tools enable aggregate planning and detailed planning capability. With appropriately designed hierarchy levels (master data), you can have your cake and eat it too.
A Bow Wave alone demonstrates that the Supply Team has lost the ability to plan and control their supply chain with realistic expectations. A Hockey Stick phenomenon alone demonstrates an executive team is out of control managing the financial plan of the company within expectations. When both Bow Wave and Hockey Stick occur the outcome can be disastrous for the company and careers. This paper discusses these phenomenons, how to avoid them, and what to do if you encounter both at the same time.
New UK car sales have accelerated to a ten-year high. Fuelled by PPI compensation windfalls, attractive finance deals and shorter buying cycles (due to perceived savings from the efficiency of new cars), the automotive market at last appears to be on the road to recovery following six years of decline. The rest of Europe looks equally promising. Demand is strong and on the increase; IHS Automotive predicts global auto sales will climb to 85 million this year and increase steadily through to 2018 when annual auto sales are forecast to top 100 million.
Creating a Win-Win Scenario through Supplier Scheduling, by Tom Strohl , discusses the creation of valid plans and the application of Supplier Scheduling techniques to improve supplier relationships, provide greater schedule stability, and reduce costs, among other valuable benefits. With contributions from Dennis Groves and Eric Deutsch, Strohl presents a powerful argument for developing a valid supply plan and demonstrates the symptoms of invalid plans. This white paper includes a highly detailed example of a Supplier Schedule and various case examples that outline the benefits of supplier scheduling.
The world-class standard for inventory record accuracy today stands at 99.5 percent--as a minimum. While only a relatively few organizations even can claim they are performing at or above this standard, the harsh reality is that most companies still are struggling with inaccurate inventory records. From a financial perspective alone, it is imperative that inventory records be accurate and timely just to meet the mandates of Sarbanes-Oxley. The goal, however, not only is to improve inventory record accuracy, but also to sustain it and to continuously improve upon it. To start the improvement process, this white paper will describe a six-step program that will enable the reader to achieve greater inventory record accuracy.
In this detailed article, Jim Matthews emphasizes the importance of determining the root causes of issues in order to develop appropriate solutions. Build trust, develop cross-operational teamwork, and enhance communication to restore customer confidence.
Three day course on supply chain management.
Kanban and Enterprise Resource Planning: The True Understanding of Lean
This white paper debunks the myths that Kanban and Enterprise Resource Planning are mutually exclusive. The authors explain how to use both together to create a demand driven system that is responsive to demand volatility and uncertainty. Read: Kanban and Enterprise Resource Planning: The True Understanding of Lean and learn how to use these two powerful methods together to simultaneously improve customer service and reduce inventory.
Improving Inventory Record Accuracy
Cycle counting maintains and sustains greater inventory record accuracy. “Cycle counting is done continuously and is much less disruptive,” explains Roger Brooks in this article on sustaining greater record accuracy. Learn what successful companies do to assure a high level of accuracy on an ongoing basis.
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Existing practices, newer techniques actively promote collaboration as their core principle.
"We believe, and know from our practical business experiences, that innovating together in a connected supply chain will increase the potential benefits for all supply chain participants." Larry Smith, Senior Vice President, West Marine. George Palmatier, Coco Crum, Ron Ireland, and others explain how to achieve valuable benefits from combining Integrated Business Planning and CPFR. Implement now for quick wins. Satisfy your customer expectations and meet your enterprise's strategic goals.
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Published in November/December 2011 issue of WERCSheet®
Read how the Latin American region of SABMiller, one of the world’s leading brewers, 1) Increased the level of maturity and common understanding among the supply chain teams in the LatAm region, 2) Evolved practices so that today they focus in on the broader supply chain with better quality interactions, not only inside the end-to-end scope, but also with other functions, 3) Established Communities of Practice to create a highly effective platform for sharing best practices between the SABMiller businesses in the LatAm region, and 4) Reduced by 50 percent the time to implement planning and control process and achieved the Oliver Wight Planning and Control Capable Milestone.
Produced by the Voluntary Interindustry Commerce Solutions (VICS) Association.
The Oliver Wight VICS CPFR© Committee Advisory Team members are:
Ron Ireland and Eric Deutsch
The VICS Association has released a new CPFR© guideline covering how trading partners can better manage business processes to dramatically enhance the retail supply chain through improved demand forecasts. The guideline was produced to help retailers and suppliers grow sales, reduce inventories, and lower operational costs. It develops the case for automatic replenishment solutions called store-level distribution resource planning (DRP) systems enabling companies to increase consumer sales.
Diagnostic Review for Integrated Planning and Control
Assessing Your Business Against Industry Best Practices
Making big decisions without full a understanding of your supply chain is obviously very risky business. Performance benchmarking allows you to identify precisely where you are – in absolute terms, and in relation to your competitors and peers – so you can then plan where you want to be and how to get there. Read this short guide to learn more about this service.
Integrated Planning and Control
The Lost Art of Managing the Supply Chain
This white paper addresses the concern that many companies suffer needless erosion of operational and financial performance from neglecting to build organizational competency in Integrated Planning and Control (IPC). The author shares his insights into improving operational performance, customer service, and financial bottom lines by properly applying IPC.
O futuro é claro e já chegou para muitas empresas. Cadeias de abastecimento (SupplyChains) estão sendo estendidas de forma global com múltiplos parceiros, e nenhuma empresa pode esperar sobreviver a este futuro próximo como sendo o “elo mais fraco” (Weakest Link) dessas cadeias de abastecimento. Sendo assim é essencial gerenciar de forma integrada a cadeia de abastecimento (iSCM – integratedSupply Chain Management), evitando sintomas como, por exemplo: perda de credibilidade com os clientes/consumidores; excesso de agilizações para mover os processos; altos custos na cadeia de abastecimento, altos custos logísticos; excesso de horas extras; altos custos nos transportes; elevados montantes em estoques não contribuindo para o aumento do nível de serviço; atrasos em lançamentos de produtos; carência na gestão de portfólio adequado; redução do desempenho financeiro e operacional; surpresas financeiras, entre outros sintomas experimentados nas últimas décadas pelas empresas.
Leading companies continue their migration towards best practices and emerging technologies as they strengthen their supply chain, both within their own corporation and externally with their trading partners. This paper describes how two leading industry supply chain best practices are being linked together to leverage what each does best -- collaboration. This paper describes the vision, process and value of linking CPFR® and Integrated Business Planning.
Too much inventory or not enough. It’s the eternal struggle at the heart of effective supply chain management, but it’s an equation organisations continually get wrong.
It’s a typical situation; the business doesn’t like the amount of inventory it holds, so an edict is issued to reduce it. Production stops until inventory is cut to an acceptable level, only to find, a few weeks later, customers are unhappy they can’t get hold of the products they want. So production restarts and runs flat out for the next few months to try and recover the supply position. The result? The organisation ends up with more inventory than it started with. However, when it comes to optimizing inventory, the choices go far beyond simply stopping production. Effective supply planning is the answer. By properly analyzing its decisions on service levels, cycle times, utilization of production capacity and safety stock, an organisation can create a list of options to ensure it is always carrying the right amount. Rather than wait for the next brave soul to just stop production until inventory runs dry and let history repeat itself, a paradigm shift is required.