I ask, “What happened to the better design of supply chains and the bi-directional orchestration of constraints across source, make, and deliver outside of lead time (the tactical horizon)?” Note: When we manage flows, the most signif - icant benefits are in order reliability and margin. During tt hi vee ,l af os tc ut hs ri ne ge my eoarres , ocno mt h pe aonpi ee sr aht ai ovne abl eacnodmeex emc ou rt ieo rneaal c - pI fl ae na rn it nh ge hl oosrsi zoof nas b. Ta shiics ut rnednedr sl et aandds i tnog roefa sc ut ipv pe l by echhaavi ni o r. planning with employee turnover. Figure 1.13. Definition of Planning Horizons
Lessons Learned Minyclluedsesotnhse lfeoallronwedinfgr:om doing ten years of analysis Lack of Supply Chain Economies of Scale. Smaller choamv epnaonti easc ho iuetvpeedr fsourpmp ltyh ec hi ralianr ge ec or nc oo mu ni et esropfasrct sa.l eW. e Learning Stalled. While we consider large process mp earnf ourf ma c. t Au rs ear sr eassusl tt r, ot hneg lpe es sr foonrsmgei vr se ,nmi na nc ya suensdt eurd- - iperso ag nr eds as t. Wi n ed un seterdy tf oo rrue mt hsi ndko onuort l he ea ldpe trhs ea ni ndd bu es gt ri yn holistic learning. Risk Management Gone Awry. Why Not the Bal- amnecnet osfoRl ui st iko anns df oOc pu ps omr taui nnliyt yo?nTsoudpapy l’ ys rs iesnks mi n agnaangde - ee va er lnyt aml earnt iangge. mS oemn tedsroi vl ui nt igo nr es cnoomwmi ennc lduadt ei opnrsotaoc t i v e ct ioornrse,cIt /wporne dv ee nr thdoiws r wu pet bi oenc.aWmaet cs oh ilnags et rh-ef opcruesseedn toan- such a limited view of risk. I also ask, “Why is there no balance of opportunity versus risk? Shouldn’t we balance risk with opportunity systemically?” And “Why is the discussion only about supply risk versus analyzing demand and channel risks?” Why Do We Believe Reactive Planning Processes Are Beneficial? Most of the presentations I view coer ldeebrr ea xt ee crue taicotni vhe obrei zhoanv .i oI rh iann tghme yo pheeraadt iaosn Ia ls ea en dt h e mt r aannsyf oprrme saetni ot ant. i To nh se oc on nctorno tl rtoolwt oe wr pe rres saenndt adt ii goint as lf o - ct ruasnos nf odr mr i vaitni ogna prreeascet ni vtea trieosnpsoanrsee h, wa nhdi l-ewtahvei ndgi g. i t a l
Wrap-up Td ihser us pu tpi po nl y. Oc hvaeirn t ph lea lnans itnsge vt eecnh yneoal or sg, yt hs pe af ac ei l ui sr er iopfet fhoer SAP APO migration to SAP IBP and the general deficien - cies in ERP planning solutions gave headwinds to the best-of-breed supply chain planning market. The greatest bv eernye fdi ci fifaerrieens tws oe rl ue tKi oi nn sa.x) i Ws , Oi l lMt hP,easne ds oOl 9u .t i(oTnhseds ei sar ur ep tt ?h rI e e wa nodu il td i lsoevaestyo f tohri nt hkessoe , tbeuc th tnhoel ot ge ya ml esa da reer si nh ci pr et de ai bml ys bt ou s y , adtrtirviebrust.e success to their work, discounting the market
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