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THE OUTSIDE-IN PLANNING HANDBOOK | 2023
Figure 13. Redefinition of the Supply Chain Planning Taxonomy
Balanced Scorecard
PLAN PERFORMANCE
Return on Invested Capital
Inventory Turns
Customer Service
Growth
Margin
Safety
Listening Post
Social Sentiment
Risk Sensing
Knowledge Graph Unified Data Model
Events
Weather
NETWORK DESIGN
Demand Flow Analyzer
Supply Flow Analyzer
Logistics Sensing
Weather
CHANNEL SENSING
DEMAND VISIBILITY
BI-DIRECTIONAL ORCHESTRATION
SUPPLY VISIBILITY
SUPPLY SENSING
Baseline Demand
Plan Feasibility
Images
Market Shifts
Sales & Operations Planning
Images
Quality Sensing
Demand Planning
Manufacturing Planning Factory Scheduling
Logistics Planning
Procurement Workbench Supplier Execution
Deployment Distribution Planning
Pattern Recognition of Channel Data
Interest Social Graph Mining
Demand Sensing
Learning Engine
Learning Engine
Pattern Recognition
RULES AND POLICY AUTOMATION
Real-time Inventory (PI)
Leadtime Variability
Commodity Price Shifts
Replenishment Policies
Yield
Maintenance Schedules
Factory Reliability/ Capabilities
Conversion Rates
PLANNING MASTER DATA
______________________________ A critical insight at the end of three years of work: the most significant challenge is unlearning traditional supply chain processes. Unlearning is demanding, requiring education and rethinking current definitions. We must learn from the past, unlearn, and be open to the future. _____________________________
Bi-directional orchestration, as shown in Figure 14, uses market data—both channel and supply—to make trade-offs across sell, deliver, make, and source at the speed of business. Bi-directional orchestration starts with designing the orchestration levers; augmenting the planning master data layer with market signals aligns the optimization engines. As a result, network design
series of workshops, the group reflected on the training focusing on unlearning. In Table 9, we share the group’s collective learnings and unlearnings. The biggest challenge of this group of experienced supply chain professionals was unlearning: it is tough to rethink the definition of planning. Surprisingly,
the unlearning was more challenging for consultants and technologists in the workshops than for the business leaders. Central to the unlearning is the role of the commercial teams in building outside-in processes.
technologies are layered on top of S&OP in Figure 9 to design flows and the form and function of inventory. At the end of the two years of working together through a
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