chain out of balance. • Planning. Traditional definitions of planning are also not sufficient. As shown in Figure 1, the plan - nzaintigongrwoueplls. are not serving any part of the organi- • Closed Loop. The goal to tie planning to execution remains, but the gaps in planning are a barrier. • Redefinition of Supply Chain Execution. The gd ri sotwr itbhuitni oannda al yt tai ci ss af onr orpe pa lo- rt itmu nei twy atroe ihmo up sr oe vaen odr d e r management. A real-time perpetual inventory signal offers great promise. The barrier is redefining sup - ply chain fulfillment processes to use real-time data effectively. • The Role of Enterprise Data. The promise of tight- ly integrated ERP to planning is failing in the face of variability. Companies relying on planning solutions from ERP expansionists—Infor, Oracle, SAP, etc.— si nt rtuhgegflaecteo oaf gt hr eeaitnetrednesgerveaerti ahbainl itthy.e i r p e e r g r o u p s • Digital Transformation. Digital programs are full of hype and over-promise. In the industry, there is not one consistent definition. Instead, there is amma nuul tf iapcltiuc irtiyn go fapurt oo mg raa tmi osn. Taor de at yh, ei nmv oe ss tt ms uecnctes sisnf u l . Continued investment in ERP programs as a plat - fuosremr sfaotrisdfiagcittiaolnt.ransformation has lower business
13 The current focus of supply chain cycle mc uarne a- tgoe- mr eec ne it p—t , oarndde ro-rt do e- cra- tsoh-, sphri op cmu er en -tt ao r- pe asyu, pppr loy- centric. The opportunity is to define and shorten the signals in the demand process: the time to under- sl at taenndc ym) a, cr ko ents us hmi fpt st i oa nn dt od or irvdeear d( de ec mi s iaonnd( lma taernkceyt ) , and the time for the response of demand to supply (process latency). In current processes, market la - taenndc yp rios c4e-s6s ml aotennt hc ys , ids e2m- 6a nwde el aktse.n c y i s 1 - 3 m o n t h s , The answer? Building outside-in processes based on demand and supply flows reduces latency, im - pT rhoevgeos oadc cnuerwa csyi, satnhda tr et omdoavye’ ss tbeuclhl wn ohliopg. i e s m a k e ti nh gi s. Ta opdoasys, inb oi l itteyc. hTnhoe l ob ga yd onre wc osnissutlht iant gi tgirsoeuvpo l v - ut i nmdee, rbs at as ne dd so hn ot wh et oc oi mm pp el el lmi negnrt etshuel tcso, nt hc ee pc thsa. nOgveesr will make it into the software and process defini - tiniognf.rHueitr,efoarreinsnoomvaetooprsp:ortunities, some low-hang- • Order Promising. I love the opportunity for NoSQL, nI mo -acgoi dn ee st ho ef t wp oasrsei,btiol i ti my opfr ohvaev ipnegrap er teuaal -ltiinmvee npteorr- y. petual inventory signal that is updated and accurate The Opportunity to Redefine Time Just as Fred Smith, Founder and CEO of FedEx, redefined time in a new model for overnight delivery, there is an opportunity to redefine time in the redefinition of supply cs ihdaei rn tphl raenen ci na sg ea sntdu de ixeesc ui nt i tohne. i Ir wd iagni tt acl ot mr apnas nf oi er ms taot icoonn - initiatives. Here is some detail: • Planning.
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