fcohramnnateilodnaftoar. demand processes based on Summary SS o&, Oi fPy, iomu aagrien ea twa hceornef et hr ee npcree sheena triinngg caopmr epsaennyt ar at itoens oo nn maturity and ask for feedback based on this research. Lr eeat ’ssomn ?a Tk oe ot hme uscuhp pi sl yd ec hp ae innd ae nf at cot n- bnaos et dg edt itsi nc ug scsai ou ng .hTt huep in industry groupthink.
50 Excellence score higher on driving effective- ness than a Supply Chain Center of Excel- lence? The Supply Chain Centers of Excellence swt ri tuhg ignl ec rteoa ds ienf gi nael iegxncme lel ennt ci es siuneos r. g( Aa nl iigzna mt i oennst gaps grew three-fold over the past decade.) This group struggles if companies cannot clearly define an operating strategy and a sup - pB luys ci nh ea si ns Ienxtceel ll li eg ne nc ec ed Ce fei nn ti tei ro on f. IEnx cc eo lnl et rnacset , haa s aorcgleaanri,znatoino-ncounsetrdoavtearsbieatltaegr.enda to help the • And why does a Digital Supply Chain Trans- formation Effort not score higher? The an- swer lies in the lack of clear definitions to drive oc hu at ci no mt r ea sn. sMf oor smt aa trieo ne ns gwa igt ehdo ui nt cdl iegai tr agl rsouupnpdl yi n g on “the what” and “so what” of the initiative. DMiagni tya la sr eu phpollyl ocwh awi no rt rdasntshf roorwmna tai or onuins da af asdt .a g e without clear meaning. What does it mean? I don’t know. There is no standard definition. • Or the use of Channel Forecast Data? I also think the industry is unclear on driving trans- that companies with a strong business intelligence cen- ter of excellence, a chief supply chain officer, and a clear supplier development program tend to perform better on S&OP. It also supports that companies with strong manu- facturing scheduling capabilities in process-based com- panies score better on S&OP. (There is no similar correla - tion for the other elements of planning.) As a result, I pose some questions for the reader: • Why does a Business Intelligence Center of
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