#bluecruxtalks crash course - Part 2 - Digital-Ready People & Organizations.pdf
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1. Diana Barrera from Supply Chain & Operations and Scott Barnard from bluecrux US introduced a discussion on digital planning and shaping organizations for digital opportunities. 2. They explained that the skills required for planning are changing, with a need for more business partnership, data management, and analytics skills. Companies also need to reshape their organizations to centralized, hybrid, or regional models to take advantage of digital. 3. Their key takeaways were to carefully manage organizational change, address the "multi-hat" problem for planners who need multiple skills, and recognize that digital transformations work best when accompanied by reshaped organizations.
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#bluecruxtalks crash course - Part 2 - Digital-Ready People & Organizations.pdf
- 3. Nice to meet you! Diana Barrera Supply Chain & Operations professional Scott Barnard Managing Director bluecrux US
- 4. Digital planning: Shaping your organization, capabilities & mindset to fully capitalize on digital opportunities. Part 2 – Digital-ready people & organizations
- 5. Today we talk about… 1 2 3 Introduction to the digital planning skills Industry evolution: People & Organization readiness 3 takeaways
- 6. 1 Introduction to the digital planning skills
- 7. A digital wave is going on… Thinking POC Decision Time Implementation CI phase #OnAJourney APS Many companies are on the way to fundamentally revise their landscape – implementing APS solutions replacing APO, moving to S/4, … AI capability S/4
- 8. 8 The new era of digital requires a different skillset SHORT TERM ISSUE MGMT. Short term fire-fighting. Reactive management of occurred events. BUSINESS PARTNERSHIP Drive business discussions with sales, finance, supply chain, manufacturing– directing the supply chain towards the requested agility, reliability TRANSACTIONAL Creation of requisitions, orders, and other transactional documents. DATA MGMT. Steering & directing system calculations through maintenance of parameters and master data. PLAN ANALYTICS Analytics to drive insight from planning content leveraging system capabilities INFORMATION CONSOLIDATION Consolidation of information from multiple systems, report creation. INDUSTRY BASELINE INDUSTRY DIRECTION Reactive planning Simple decisions Can be automated Improved input Risk-based decision Increased anticipation 100% 100% Proactive planning +50% reactive mode Simple decisions +50% Business insights through plan analytics Driving business decisions
- 9. 9 A different skillset, typically not found in an individual Providing advanced analytical services to the planning community The SC planner Business role tasked with orchestrating SC decisions: Challenge business counterparts, communicate & moderate Business partnership Central data science as a service BUSINESS PARTNERSHIP DATA MGMT. PLAN ANALYTICS
- 10. 2 Industry evolution: people & organization readiness
- 11. 11 To best capitalize on the potential, you need to reshape organizations Above Site Globally Embedded = reporting into central/regional SC organization (regardless of physical location) In Site Globally Linked = reporting into operations/manufacturing site, local sales affiliates with dotted line to central/regional SC organization (regardless of physical location) In Site Locally Aligned = reporting into operations/manufacturing site/ local sales affiliates Maturity Level 1 First Organizational change ‘Lift & Shift’ Sales & Operations Planning MPS Planning Manuf. & Logistics Execution In Site / Affiliate Globally Linked Maturity Level 2 Maturity Level 3 Maturity Level 4 Maturity Level 5 Sales & Operations Planning Sales & Operations Planning IBP/S&OP IBP/S&OP Long Term Capacity Planning Long Term Capacity Planning MPS Planning MPS Planning Detailed Planning & Scheduling MPS Planning MPS Planning Validation MPS Planning E2E Network Brand Planning Process Standardization ‘Global Governance’ Global SC as a Start-up End to End Planning ‘Leverage Scale’ One global planning organization ‘Planning processes as a service’ Above Site / Affiliate Globally Embedded In Site / Locally Embedded Demand Planning Demand Planning Demand Planning Validation Demand Planning Validation Demand Planning Demand Planning Demand Planning Validation Distribution Planning Distribution Planning Distribution Planning Distribution Planning Distribution Planning Sales & Operations Execution Sales & Operations Execution Sales & Operations Execution Manuf. & Logistics Execution Manuf. & Logistics Execution Manuf. & Logistics Execution Detailed Planning & Scheduling Detailed Planning & Scheduling Detailed Planning & Scheduling Detailed Planning & Scheduling Manuf. & Logistics Execution Long Term Capacity Planning Long Term Capacity Planning Long Term Capacity Planning E2E Network Brand Planning Demand Planning
- 12. Companies start to see optimization potential in E2E value chain driven planning | Demand Planning GLOBAL CENTRALIZATION MODEL HYBRID MODEL REGIONAL CENTRALIZATION MODEL LOCAL FOCUS MODEL REGIONS REGIONS REGIONS REGIONS … … … … … … CoE CoE CoE … … … … … … CoE … CoC … CoC … CoC … CoC … CoC … CoC … CoC … CoC … CoC … … CoC … CoC … CoC … … CoC … CoC … CoC … CoC … CoC … CoC … MARKETS/CUSTOMERS Analytical Business Partnership CAPABILITIES Tender management Demand segmentation Automation and advanced statistics Demand scenarios Multi-channel management Market Intelligence insights/ data Statistical Engine/ Expert system Product lifecycle management
- 13. E2E requirements planning Sched. MPS TECHNOLOGY DRIVEN MODEL Sched. Sched. AFF. WK 12 Yr 1 Asset planning Asset planning E2E PRODUCT MODEL AFF. WK 12 Yr 1 E2E planning Sched. Sched. Sched. E2E inventory planning Sched. HYBRID TECHNOLOGY MODEL Sched. Sched. AFF. WK 12 Yr 1 Supply group MPS Supply group TECHNICAL CAPABILITIES NETWORK COMPLEXITY E2E Network connectivity E2E optimization (inv. /SL / AWP / reg. constraints. / ..) Degree of dedicated machine park Complexity in network decisions Active Ingredient Finished product Distribution network Companies start to see optimization potential in E2E value chain driven planning | Supply Planning Bulk packaging
- 14. People & organization shift – the multi-hat problem STRONG COMMUNICATION & ENGAGING SKILLS STRONG ANALYTICAL CONFIGURATION SKILLS BUSINESS PARTNER ADVANCED ANALYST PASSION FOR DATA ACCURACY DATA STEWARD PRECISE & ACCURATE SYSTEM AFFINITY OPERATIONAL PLANNER Digital Evolution impact Increase of Supply chain Importance The planner’s role becomes stretched The future requires focus
- 15. 3 3 takeaways
- 16. DIGITAL READY PEOPLE & ORGANIZATIONS TAKE-AWAYS DARE TO CHANGE Manage the sequence ORG > PROCESS > SYSTEM during your transformation and consider people development as continuous Crack the multi-hat problem for your planners. Think differentiated in terms of required skills and create a strong skill base Digital transformations produce the best results by reshaped organizations
- 17. Diana Barrera Supply Chain & Operations professional Scott Barnard Managing Director bluecrux US Thank you! Are you following us already…? Questions? Let’s connect!
- 18. Interested? Stay tuned for our upcoming sessions!
- 19. 19