Where are We on The Demand Driven Journey? презентация

P&G

Where are We on The Demand Driven Journey?

of Demand Driven Institute

Referee/Judge

Welcome to…..

Expert

Progress
Panelist View of our Current State
Your Take on the State of Affairs
Closing thoughts

The Great Debate - September 2015

Value
at the Two Moments of Truth

How Did We Get Here?

Deliver superior consumer value cheaper/better/faster

of growth - not agile
Need for more sku’s/channels/markets
Differentiated Retail/Customer Requirements
Segmentation of the supply chain for cost/cash

Cash/Cost Intensive
We needed to be the bank for growth

Couldn’t Productively Scale
Needed new approach

Supply Chain Dysfunction/Visibility

Why Change?

the
Cadence from Shopper through Supplier

of Processes/Stds

New Age Metrics/Rewards

Eliminate Technology silos


New “Skills”/New Talent

shelf-driven, outside-in process defined by successful execution of the two moments of truth. (The two moments of truth are: Was the product in stock? Was the customer delighted?)

Demand-driven Supply Networks: As defined by AMR Research in 2004: a supply chain that senses and translates market signals in real time.

Demand-driven Value Networks: As defined by AMR Research in 2007: A network that senses demand with minimal latency to drive a near-real time response to shape and translate demand.

Market-driven Value Networks: As defined by Supply Chain Insights in 2010: an adaptive network focused on a value-based outcomes that senses, translates, and orchestrates market changes (buy and sell-side markets) bi-directionally with near-real time data to align sell, deliver, make and sourcing organizations outside-in.

Definitions

demand, then adapting planning and production while pulling from suppliers – all in real time!

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and inventory planning and execution solution.

Six Sigma

All material and content © copyright 2015 Demand Driven Institute. All rights reserved.
Certified Demand Driven Planner (CDDP) is a trademark of the ISCEA

Demand/Supply Scenarios
Rinse-Recycle-Repeat

Consumption through Suppliers

Digital Integration of POS Data as key source for shopper behavior and shelf-offtake. Scaled Integration into forecast.

Real time, Digitized Supply Network Capacity Planning

Agile Digital Scheduling and sequencing of factory floor ops driving real time supply response

Segmentation of Demand Info Flow to fully automate turn planning and focus high value touches on events/merchandising integration

Real Time, What-If Scenario Modeling and Simulation, together with integrated target setting and tracking.

1

2

3

4

Have We Come Far Enough? - No!

Seem More Breakthrough

Three GAPS:

Process

Technology

Organization

Culture

Real Time data
Single Demand, Supply and Business Planning Environment
Volume and Financial sufficiency evaluation concurrent and real time
What-if and Scenario Management

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Demand Driven

Demand Driven – Dead or Alive?

What is behind the lack of broad scale success given
the potential offered?

What are some practical interventions or
advancements that would significantly change the
game here?

How do we deal with driving the improvement in the
crossover of source, make, deliver?

Compelling thought you want to leave the audience with.

of Demand Visibility/Integration

Agility to Shape/Predict Potential Failures – in advance

Bring Supply Chain Options/Tradeoffs
“Alive”

Enable “Segmentation” of Service

Non-Negotiable

Bigger Picture – “End Game”

in SC Technology
Created “outside in” network design
Initiated review of Gaps in SC Talent
Triggered new process monitoring & measurement processes

Money” with a Static Operation

Transportation Management

Execution

Planning

Design

Enterprise
Resource
Planning

Distribution/
Whse Mgmt

Labor
Management

Production/ Capacity Planning

Customer/
Channel Mgmt

Sales &
Operations
Planning

Demand Forecasting/
Sensing

Inventory
Planning

Procurement

Network Optimization

Multi-echelon Inventory Optimization

Route
Optimization

Product
Flow-path Optimization

Demand Segmentation

Service-level Optimization

Enterprise Simulation

Production/Op’s Management

Dynamic vs Static

Multi-enterprise visibility
Immediate what-if simulations
Coordinated multi-party response

Real-time data
Multi-enterprise

Rapid re-planning
Scenario analysis

Distribute plans to partners
“Surgical” execution plan changes

Financial impact analysis
Multi-party collaboration

Sense
In-transit inventory and dynamic ETAs
Exceptions and delays – date, quantity
On-hand inventory at suppliers, customers, 3PLs
Order acceptance status ? firm or able to change
Realized lead times and variability across network
Supplier and warehouse OTIF shipping performance
Carrier on-time arrival performance
Realized logistics unit cost per lane/mode

Evaluate
Plan and forecast resources
Measure and monitor business processes
Spot and analyze trends and anomalies
Predict potential threats and opportunities

Decide
Assess and manage risk
Compare what-if scenarios
Collaborate in decision making
Align strategic and operational decisions

Act
Increase/decrease/re-prioritize/cancel supplier purchase orders
Send shipment expedite, re-route, transload instructions to LSPs
Hold inventory at supplier or origin warehouse ? postpone
Re-allocate on-hand / in-transit inventory to demand
Adjust inventory targets

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