Michael Massetti, AMD's Corporate VP of Supply Chain, presented on AMD's innovative supply chain strategies and game plan. He discussed how AMD transitioned from a transactional to collaborative model, emphasizing localization, customer demand pull, and platform value over component pricing. Key aspects of AMD's game plan included postponement strategies to improve responsiveness, statistical demand modeling for better forecasting, and supply-order balancing rules to enhance customer fulfillment. Through these balanced offensive and defensive approaches, AMD significantly improved key performance metrics like inventory turns and on-time delivery.
Suppy chain management of mango teleservices ltd.Abul Rahat
The document discusses the supply chain management of Mango Teleservices Ltd, a leading telecom service provider in Bangladesh. It provides information on the company, its key products and services, prospective suppliers, and current supply chain processes. These include sourcing strategies of insourcing, outsourcing, and global sourcing. It also discusses transportation and logistics, facilities and warehouses, management and control, and macroprocesses. The document concludes with constraints faced and opportunities for improvement, along with recommended measures such as cloud-based inventory management and RFID tracking.
Bridges is the annual cloud supply chain conference held by GT Nexus. Take a look at our keynotes, Fortune 500 attendees, and hot supply chain topics in this 2014 recap.
The document discusses supply chain management and the value chain of Brandix, a Sri Lankan apparel manufacturer and exporter. It defines value chain and supply chain management concepts. It then analyzes Brandix's value chain activities including R&D, design, inbound logistics, operations, outbound logistics, sales and marketing, and services. It also discusses Brandix's supply chain network and key functions like transportation management, operations, supplier relationship management, warehouse management, and demand management. The document identifies challenges like shrinking lead times, increasing style changes, capacity issues, information flow problems, and inventory and logistics issues. It outlines solutions Brandix has implemented such as new inventory systems, lean manufacturing, cost reduction, expanding raw
This is prepared simply for practicing presentation-skills and understanding “slideshare”’s online platform. All content is simply for the learning purpose. We don’t claim accuracy or complete information. All information is presented just for overview. Any inadvertent use of company name, images are unintentional. & if brought to notice, we will remove them.
Tommy Hilfiger is an American lifestyle brand known for its classic, cool American style. It targets consumers aged 25-45 seeking a new interpretation of classic American style. The brand has expanded from men's sportswear in 1985 to a complete premium lifestyle collection including apparel, footwear, accessories and home goods. It has a global network of over 1000 retail stores, including 350 owned stores and over 650 franchise stores. The brand was originally partnered and launched in the US by Indian entrepreneur Mohan Murjani in 1985, who also launched it in India in 2004, but PVH Corp has since acquired all rights.
The document summarizes a presentation about demand sensing and supply chain planning in volatile industries. It discusses how increased volatility requires more flexibility, speed and collaboration across the supply chain. It promotes the idea of "demand sensing and responding" through increased visibility, integrated planning and real-time information sharing between partners to enable rapid adaptation. Key success factors include implementing extended sales and operations planning across the entire ecosystem, resolving issues around visibility especially of demand data, and focusing on cross-enterprise processes and performance.
Game on! sony (scea) plans for profitability with sop technology updated sw...Steelwedge
Sony Computer Entertainment America (SCEA) implemented demand planning and sales and operations planning (S&OP) technology from Steelwedge to improve forecasting accuracy and profitability. With Steelwedge's help, SCEA improved forecast accuracy from 60% to around 85% for the launch of the PlayStation 4. This resulted in over 2.3 million PlayStation 4 units sold in the first 3 months, compared to 2.1 million units for the previous console launch. SCEA credits Steelwedge with providing the visibility needed to make better supply, demand, and trade-off decisions through reliable data, enabling more profitable outcomes.
Where Are We on the Demand-Driven Journey? A Look Back and a Look Forward.Lora Cecere
When the P&G team shared insights on out-of-stocks with A. G. Lafley, he said “I have discovered a new billion dollar brand opportunity.” The goal was to orchestrate the supply chain to better deliver on the first moment of truth—having the item in stock on the shelf when the customer wanted to purchase the product. Jake Barr shares insights on the evolution of this strategy and then brings Lora Cecere and Carol Ptak to the stage to discuss two complimentary, but different views of demand-driven strategies.
Jake Barr, CEO of BlueWorld Supply Chain Consulting; Carol Ptak, Partner at the Demand-driven Institute; and Lora Cecere, Founder of Supply Chain Insights.
A presentation from the 2015 Supply Chain Insights Global Summit
Suppy chain management of mango teleservices ltd.Abul Rahat
The document discusses the supply chain management of Mango Teleservices Ltd, a leading telecom service provider in Bangladesh. It provides information on the company, its key products and services, prospective suppliers, and current supply chain processes. These include sourcing strategies of insourcing, outsourcing, and global sourcing. It also discusses transportation and logistics, facilities and warehouses, management and control, and macroprocesses. The document concludes with constraints faced and opportunities for improvement, along with recommended measures such as cloud-based inventory management and RFID tracking.
Bridges is the annual cloud supply chain conference held by GT Nexus. Take a look at our keynotes, Fortune 500 attendees, and hot supply chain topics in this 2014 recap.
The document discusses supply chain management and the value chain of Brandix, a Sri Lankan apparel manufacturer and exporter. It defines value chain and supply chain management concepts. It then analyzes Brandix's value chain activities including R&D, design, inbound logistics, operations, outbound logistics, sales and marketing, and services. It also discusses Brandix's supply chain network and key functions like transportation management, operations, supplier relationship management, warehouse management, and demand management. The document identifies challenges like shrinking lead times, increasing style changes, capacity issues, information flow problems, and inventory and logistics issues. It outlines solutions Brandix has implemented such as new inventory systems, lean manufacturing, cost reduction, expanding raw
This is prepared simply for practicing presentation-skills and understanding “slideshare”’s online platform. All content is simply for the learning purpose. We don’t claim accuracy or complete information. All information is presented just for overview. Any inadvertent use of company name, images are unintentional. & if brought to notice, we will remove them.
Tommy Hilfiger is an American lifestyle brand known for its classic, cool American style. It targets consumers aged 25-45 seeking a new interpretation of classic American style. The brand has expanded from men's sportswear in 1985 to a complete premium lifestyle collection including apparel, footwear, accessories and home goods. It has a global network of over 1000 retail stores, including 350 owned stores and over 650 franchise stores. The brand was originally partnered and launched in the US by Indian entrepreneur Mohan Murjani in 1985, who also launched it in India in 2004, but PVH Corp has since acquired all rights.
The document summarizes a presentation about demand sensing and supply chain planning in volatile industries. It discusses how increased volatility requires more flexibility, speed and collaboration across the supply chain. It promotes the idea of "demand sensing and responding" through increased visibility, integrated planning and real-time information sharing between partners to enable rapid adaptation. Key success factors include implementing extended sales and operations planning across the entire ecosystem, resolving issues around visibility especially of demand data, and focusing on cross-enterprise processes and performance.
Game on! sony (scea) plans for profitability with sop technology updated sw...Steelwedge
Sony Computer Entertainment America (SCEA) implemented demand planning and sales and operations planning (S&OP) technology from Steelwedge to improve forecasting accuracy and profitability. With Steelwedge's help, SCEA improved forecast accuracy from 60% to around 85% for the launch of the PlayStation 4. This resulted in over 2.3 million PlayStation 4 units sold in the first 3 months, compared to 2.1 million units for the previous console launch. SCEA credits Steelwedge with providing the visibility needed to make better supply, demand, and trade-off decisions through reliable data, enabling more profitable outcomes.
Where Are We on the Demand-Driven Journey? A Look Back and a Look Forward.Lora Cecere
When the P&G team shared insights on out-of-stocks with A. G. Lafley, he said “I have discovered a new billion dollar brand opportunity.” The goal was to orchestrate the supply chain to better deliver on the first moment of truth—having the item in stock on the shelf when the customer wanted to purchase the product. Jake Barr shares insights on the evolution of this strategy and then brings Lora Cecere and Carol Ptak to the stage to discuss two complimentary, but different views of demand-driven strategies.
Jake Barr, CEO of BlueWorld Supply Chain Consulting; Carol Ptak, Partner at the Demand-driven Institute; and Lora Cecere, Founder of Supply Chain Insights.
A presentation from the 2015 Supply Chain Insights Global Summit
Case Study: Building a Culture of Analytics in HR at MicronHuman Capital Media
Supporting 30,000 employees worldwide, the Workforce Information team at Micron Technology Inc. has a clear vision: When someone thinks of analytics at Micron, they want that person to think of HR. For most companies today, that seems a tall order to fulfill. And with Micron’s highly technical staff of more than 10,000 engineers, it was a particularly bold aspiration. Over the past two years Micron’s Workforce Information team, working within the HR department, has made significant progress in achieving that goal.
Since implementing Visier Workforce Analytics in late 2013, Micron’s Workforce Information team has rolled out self-service analytics to more than 150 HR leaders and business partners and more than 800 business-area managers globally. As a result, Micron is uncovering new workforce insights that can be used to make decisions that are closely linked to business performance.
For more than 30 years, Micron’s teams of dreamers, visionaries and scientists have redefined innovation — designing and building some of the world’s most advanced memory and semiconductor technologies.
Join 2014 Brandon Hall Excellence in Technology award-winner Tim Long, director of Workforce Information at Micron, as he discusses his team’s journey in enabling HR to “demand evidence and think critically.”
Long will share his team’s experience:
Developing global standards for workforce data.
Implementing a highly scalable solution for workforce analytics on demand.
Fostering a data-driven culture within HR.
Leveraging workforce analytics in HR processes, such as compensation reviews..
Speaker:
Tim Long - Director of Workforce Information Micron Technology INC.
As the director of Workforce Information at Micron Technology Inc., Tim Long leads a team of business intelligence engineers, analysts and data scientists to create insight from workforce data. Long’s team supports Micron’s strategic commitment to data-driven decision making helping to inform people decisions with sound analytics. Long holds a bachelor’s degree in mechanical engineering from the University of Wyoming and a master’s degree in business analytics from New York University’s Stern School of Business
Envisioning the Next Generation of AnalyticsLora Cecere
The presentation during a panel discussion at the Supply Chain Insights Global Summit in Scottsdale, AZ on September 10, 2014.
Envisioning the Next Generation of Analytics
Join this panel to hear case studies on new ways to use analytics and unleash the Art of the Possible. Gain new insights for the use of cognitive learning, concurrent optimization, and embracing new forms of data.
The panel included:
Facilitator: Lora Cecere, Founder and CEO of Supply Chain Insights
Dr. Mani Janakiram, Director of Supply Chain Strategy at Intel
Stephen N. Wagner, Global Supply Chain, Global Director, Network Design & Logistics Analytics at Schneider Electric
#bluecruxtalks in May: Building master data factories, togetherBluecrux
1) The document discusses building master data factories to capture value from advanced planning and scheduling (APS) implementations. It covers 7 guiding principles for setting up a data factory, including having an end-to-end focus in master data management, finding a "golden record", investing in analytical skills, and building a data organization.
2) Embedding quality from the start and challenging periodic reviews is important for high quality data. Defining data quality involves generating and maintaining quality data on an ongoing basis through analytical checks and business rules.
3) When implementing an APS solution, organizations should seize the opportunity to make a comprehensive business case for a data factory and create a dedicated data workstream equal to other transformation workstreams.
Nike is looking to improve its supply chain management. It aims to reduce inventory levels, increase data exchange speeds, and better meet customer demands. Nike plans to implement a new collaborative planning system to connect all parts of its global supply chain electronically. This will allow real-time sharing of production planning and order information between Nike, its suppliers, and factories. The new system is expected to help Nike deliver products with greater precision and flexibility while reducing inventory levels throughout the supply chain.
#bluecruxtalks crash course - Part 2 - Digital-Ready People & Organizations.pdfBluecrux
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.
Hub16: VMware – Enabling business modeling and sales planning with AnaplanAnaplan
Gartner estimates that enterprises miss the equivalent of 5 to 10 percent of annual sales as lost opportunities, which could have been captured with the improvement of overall sales performance management. VMware is driving an initiative to increase sales performance by building process automation and data analytics capabilities to improve accuracy and efficiency in hitting quota targets through predictable sales planning. The initiative has three main components: go-to-marketing planning, sales planning, and quota planning. By establishing clear operating practices, defining globally consistent business processes and policies, and creating common data insights, VMware drove significant efficiencies in the overall planning cycle and enabled better quota accuracy. By leveraging the Anaplan platform, VMware has developed a multi-dimensional modeling capability by bringing together business rules and data from different sources. The capability is helping sales leadership by streamlining the planning process, performing business modeling/”what-if” analyses, and analyzing data using different dimensions like customer hierarchy/accounts, sales segments, products, etc. The framework has also enabled faster and effective collaboration between Sales and Finance teams, from the executive to regional manager level, with all participants having a single view of truth.
While alignment between demand, supply and finance is essential for sales and operations planning (S&OP) success, each use different planning terms. As a result, many companies struggle to translate these terms into the “language” that each department speaks. Marketing and Sales use revenue terms, Operations plans in volume (cases, eaches, liters, kilograms) and Finance measures by revenue and margin. To make the translation even more challenging, different stakeholders plan at different levels of aggregation—or “dialects.” Some plan at the Product Family level, some at SKU and others at the Regional and Divisional level.
This webinar will explore how powerful S&OP technology seamlessly translates planning data from across the organization and all levels of aggregation into relevant units of measure to provide essential stakeholder insights.
Join this webinar to fully understand:
- The translation obstacles that all companies face
- The high costs associated with disjointed planning
- Best practices to overcome translation challenges and ensure efficient and effective planning
#bluecruxtalks crash course - Part 1 - Master Data Factories.pdfBluecrux
1) The document discusses building master data factories to capture value from advanced planning and scheduling (APS) implementations. It introduces the concept of a data factory and provides 7 guiding principles for setting one up.
2) The principles include having an end-to-end focus in master data management, finding a "golden record" of core business data, investing in analytical skills, building a data organization, embedding data quality, enabling optimal solutions, and challenging periodic data reviews.
3) Three key takeaways are to seize the opportunity to make a business case for a data factory as part of the APS implementation, create a dedicated data workstream, and view the data factory as an investment area to enable other business benefits
5 Ways AI will Revolutionize Supply ChainsMoataz Rashad
This talk covers 5 use-cases in supply chain optimization where AI can have a revolutionary effect on maximizing margins. These include optimizing pricing, production efficiency, demand forecasting, and risk mitigation decisioning.
Optimizing the hydrocarbon value chain means the business of extracting value from each point in the chain from feed to production to client delivery. There are opportunities to leverage recent advances in digital technologies, AI and ML to significantly enhance profitability and allow companies to confidently face the future.
Anthony Arnold has over 30 years of experience in engineering, operations, and executive management across various industries including healthcare, marine transportation, manufacturing, and utilities. He holds an MBA and BEEE and has a track record of improving business performance through strategic planning, process improvement, and data analytics. Currently, he works as the founder and president of Ab Extra Solutions, which provides outsourced executive business consulting.
Thomas M. Carter has over 20 years of experience in procurement and supply chain management. He has consistently saved IBM millions of dollars through negotiation, procurement, and supply chain initiatives. He has managed procurement of components globally and led teams through supply shortages. Carter holds a BSBA and an AS in Biological Sciences, and has received numerous performance awards from IBM.
This document outlines key concepts from a session on operations strategy in a global environment. It discusses developing mission and strategies, achieving competitive advantage through operations, strategic operations management decisions, and global operations strategy options including international, multidomestic, global, and transnational strategies. Critical success factors and integrating operations strategy with other functions are also covered.
Sales Planning vs. Demand Planning: Getting Sales Back Into S&OP
Featured Presenter:
Danny Smith, Vice President, Industries, Steelwedge Software
In recent years, functions other than Sales – including Supply Chain and Finance – have often taken ownership of predicting future sales. The process has become an aggregation exercise done by specialists, and the name itself – demand management – indicates that the Sales team is not intimately involved. But true S&OP requires Sales to “own their number,” which delivers company-wide benefits because Sales is the closest to the demand signal.
In this webinar you will learn about:
- The Sales Planning Challenges
- The Keys to Success
- How a Sales Planning Platform Can Help You Hit Your Number
Network Analytics to improve customer experienceBSP Media Group
This document discusses using network analytics to improve customer experience. It describes how collecting and analyzing data from across networks and customer interactions can provide insights into quality of service and customer intelligence to benefit operations, customer care, marketing and other business units. Specifically, it outlines how network analytics solutions from HP can quantify customer experience for voice, data and other services to optimize processes and drive better business outcomes like increased ARPU and reduced churn.
The Hitchhiker's Guide to Service IntelligenceSplunk
Providing transformational impact and insight into key business services while maintaining operational oversight is often difficult in organizations. To effectively communicate business value and alignment organizations must find new methods to bridge the gap between business and operations. This half-day hands-on workshop demonstrates how customers can quickly gain insight into high-value services while aligning business and IT Operations using Splunk’s IT Service Intelligence solution. By leveraging the machine data you are already collecting the exercise provides a transformational method to model high-value services and rapidly build custom visualizations and dashboards. From executive leaders to administrators these personalized service-centric views provide powerful analytics and machine learning to transform service intelligence across your organization.
The Hitchhiker's Guide to Service IntelligenceSplunk
Providing transformational impact and insight into key business services while maintaining operational oversight is often difficult in organizations. To effectively communicate business value and alignment organizations must find new methods to bridge the gap between business and operations. This half-day hands-on workshop demonstrates how customers can quickly gain insight into high-value services while aligning business and IT Operations using Splunk’s IT Service Intelligence solution. By leveraging the machine data you are already collecting the exercise provides a transformational method to model high-value services and rapidly build custom visualizations and dashboards. From executive leaders to administrators these personalized service-centric views provide powerful analytics and machine learning to transform service intelligence across your organization.
Billabong International implemented a big data and analytics initiative to drive business transformation. They conducted an assessment of their analytics maturity and identified priority areas including customer profiling, campaign optimization, and executive decision support. Billabong selected a managed big data analytics service and various analytical methods like market basket analysis, price elasticity modeling, and forecasting to gain insights from their operational and customer data. This initiative aimed to increase ROI through improved targeting, campaign optimization, and strategic decision making supported by data-driven insights.
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Case Study: Building a Culture of Analytics in HR at MicronHuman Capital Media
Supporting 30,000 employees worldwide, the Workforce Information team at Micron Technology Inc. has a clear vision: When someone thinks of analytics at Micron, they want that person to think of HR. For most companies today, that seems a tall order to fulfill. And with Micron’s highly technical staff of more than 10,000 engineers, it was a particularly bold aspiration. Over the past two years Micron’s Workforce Information team, working within the HR department, has made significant progress in achieving that goal.
Since implementing Visier Workforce Analytics in late 2013, Micron’s Workforce Information team has rolled out self-service analytics to more than 150 HR leaders and business partners and more than 800 business-area managers globally. As a result, Micron is uncovering new workforce insights that can be used to make decisions that are closely linked to business performance.
For more than 30 years, Micron’s teams of dreamers, visionaries and scientists have redefined innovation — designing and building some of the world’s most advanced memory and semiconductor technologies.
Join 2014 Brandon Hall Excellence in Technology award-winner Tim Long, director of Workforce Information at Micron, as he discusses his team’s journey in enabling HR to “demand evidence and think critically.”
Long will share his team’s experience:
Developing global standards for workforce data.
Implementing a highly scalable solution for workforce analytics on demand.
Fostering a data-driven culture within HR.
Leveraging workforce analytics in HR processes, such as compensation reviews..
Speaker:
Tim Long - Director of Workforce Information Micron Technology INC.
As the director of Workforce Information at Micron Technology Inc., Tim Long leads a team of business intelligence engineers, analysts and data scientists to create insight from workforce data. Long’s team supports Micron’s strategic commitment to data-driven decision making helping to inform people decisions with sound analytics. Long holds a bachelor’s degree in mechanical engineering from the University of Wyoming and a master’s degree in business analytics from New York University’s Stern School of Business
Envisioning the Next Generation of AnalyticsLora Cecere
The presentation during a panel discussion at the Supply Chain Insights Global Summit in Scottsdale, AZ on September 10, 2014.
Envisioning the Next Generation of Analytics
Join this panel to hear case studies on new ways to use analytics and unleash the Art of the Possible. Gain new insights for the use of cognitive learning, concurrent optimization, and embracing new forms of data.
The panel included:
Facilitator: Lora Cecere, Founder and CEO of Supply Chain Insights
Dr. Mani Janakiram, Director of Supply Chain Strategy at Intel
Stephen N. Wagner, Global Supply Chain, Global Director, Network Design & Logistics Analytics at Schneider Electric
#bluecruxtalks in May: Building master data factories, togetherBluecrux
1) The document discusses building master data factories to capture value from advanced planning and scheduling (APS) implementations. It covers 7 guiding principles for setting up a data factory, including having an end-to-end focus in master data management, finding a "golden record", investing in analytical skills, and building a data organization.
2) Embedding quality from the start and challenging periodic reviews is important for high quality data. Defining data quality involves generating and maintaining quality data on an ongoing basis through analytical checks and business rules.
3) When implementing an APS solution, organizations should seize the opportunity to make a comprehensive business case for a data factory and create a dedicated data workstream equal to other transformation workstreams.
Nike is looking to improve its supply chain management. It aims to reduce inventory levels, increase data exchange speeds, and better meet customer demands. Nike plans to implement a new collaborative planning system to connect all parts of its global supply chain electronically. This will allow real-time sharing of production planning and order information between Nike, its suppliers, and factories. The new system is expected to help Nike deliver products with greater precision and flexibility while reducing inventory levels throughout the supply chain.
#bluecruxtalks crash course - Part 2 - Digital-Ready People & Organizations.pdfBluecrux
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.
Hub16: VMware – Enabling business modeling and sales planning with AnaplanAnaplan
Gartner estimates that enterprises miss the equivalent of 5 to 10 percent of annual sales as lost opportunities, which could have been captured with the improvement of overall sales performance management. VMware is driving an initiative to increase sales performance by building process automation and data analytics capabilities to improve accuracy and efficiency in hitting quota targets through predictable sales planning. The initiative has three main components: go-to-marketing planning, sales planning, and quota planning. By establishing clear operating practices, defining globally consistent business processes and policies, and creating common data insights, VMware drove significant efficiencies in the overall planning cycle and enabled better quota accuracy. By leveraging the Anaplan platform, VMware has developed a multi-dimensional modeling capability by bringing together business rules and data from different sources. The capability is helping sales leadership by streamlining the planning process, performing business modeling/”what-if” analyses, and analyzing data using different dimensions like customer hierarchy/accounts, sales segments, products, etc. The framework has also enabled faster and effective collaboration between Sales and Finance teams, from the executive to regional manager level, with all participants having a single view of truth.
While alignment between demand, supply and finance is essential for sales and operations planning (S&OP) success, each use different planning terms. As a result, many companies struggle to translate these terms into the “language” that each department speaks. Marketing and Sales use revenue terms, Operations plans in volume (cases, eaches, liters, kilograms) and Finance measures by revenue and margin. To make the translation even more challenging, different stakeholders plan at different levels of aggregation—or “dialects.” Some plan at the Product Family level, some at SKU and others at the Regional and Divisional level.
This webinar will explore how powerful S&OP technology seamlessly translates planning data from across the organization and all levels of aggregation into relevant units of measure to provide essential stakeholder insights.
Join this webinar to fully understand:
- The translation obstacles that all companies face
- The high costs associated with disjointed planning
- Best practices to overcome translation challenges and ensure efficient and effective planning
#bluecruxtalks crash course - Part 1 - Master Data Factories.pdfBluecrux
1) The document discusses building master data factories to capture value from advanced planning and scheduling (APS) implementations. It introduces the concept of a data factory and provides 7 guiding principles for setting one up.
2) The principles include having an end-to-end focus in master data management, finding a "golden record" of core business data, investing in analytical skills, building a data organization, embedding data quality, enabling optimal solutions, and challenging periodic data reviews.
3) Three key takeaways are to seize the opportunity to make a business case for a data factory as part of the APS implementation, create a dedicated data workstream, and view the data factory as an investment area to enable other business benefits
5 Ways AI will Revolutionize Supply ChainsMoataz Rashad
This talk covers 5 use-cases in supply chain optimization where AI can have a revolutionary effect on maximizing margins. These include optimizing pricing, production efficiency, demand forecasting, and risk mitigation decisioning.
Optimizing the hydrocarbon value chain means the business of extracting value from each point in the chain from feed to production to client delivery. There are opportunities to leverage recent advances in digital technologies, AI and ML to significantly enhance profitability and allow companies to confidently face the future.
Anthony Arnold has over 30 years of experience in engineering, operations, and executive management across various industries including healthcare, marine transportation, manufacturing, and utilities. He holds an MBA and BEEE and has a track record of improving business performance through strategic planning, process improvement, and data analytics. Currently, he works as the founder and president of Ab Extra Solutions, which provides outsourced executive business consulting.
Thomas M. Carter has over 20 years of experience in procurement and supply chain management. He has consistently saved IBM millions of dollars through negotiation, procurement, and supply chain initiatives. He has managed procurement of components globally and led teams through supply shortages. Carter holds a BSBA and an AS in Biological Sciences, and has received numerous performance awards from IBM.
This document outlines key concepts from a session on operations strategy in a global environment. It discusses developing mission and strategies, achieving competitive advantage through operations, strategic operations management decisions, and global operations strategy options including international, multidomestic, global, and transnational strategies. Critical success factors and integrating operations strategy with other functions are also covered.
Sales Planning vs. Demand Planning: Getting Sales Back Into S&OP
Featured Presenter:
Danny Smith, Vice President, Industries, Steelwedge Software
In recent years, functions other than Sales – including Supply Chain and Finance – have often taken ownership of predicting future sales. The process has become an aggregation exercise done by specialists, and the name itself – demand management – indicates that the Sales team is not intimately involved. But true S&OP requires Sales to “own their number,” which delivers company-wide benefits because Sales is the closest to the demand signal.
In this webinar you will learn about:
- The Sales Planning Challenges
- The Keys to Success
- How a Sales Planning Platform Can Help You Hit Your Number
Network Analytics to improve customer experienceBSP Media Group
This document discusses using network analytics to improve customer experience. It describes how collecting and analyzing data from across networks and customer interactions can provide insights into quality of service and customer intelligence to benefit operations, customer care, marketing and other business units. Specifically, it outlines how network analytics solutions from HP can quantify customer experience for voice, data and other services to optimize processes and drive better business outcomes like increased ARPU and reduced churn.
The Hitchhiker's Guide to Service IntelligenceSplunk
Providing transformational impact and insight into key business services while maintaining operational oversight is often difficult in organizations. To effectively communicate business value and alignment organizations must find new methods to bridge the gap between business and operations. This half-day hands-on workshop demonstrates how customers can quickly gain insight into high-value services while aligning business and IT Operations using Splunk’s IT Service Intelligence solution. By leveraging the machine data you are already collecting the exercise provides a transformational method to model high-value services and rapidly build custom visualizations and dashboards. From executive leaders to administrators these personalized service-centric views provide powerful analytics and machine learning to transform service intelligence across your organization.
The Hitchhiker's Guide to Service IntelligenceSplunk
Providing transformational impact and insight into key business services while maintaining operational oversight is often difficult in organizations. To effectively communicate business value and alignment organizations must find new methods to bridge the gap between business and operations. This half-day hands-on workshop demonstrates how customers can quickly gain insight into high-value services while aligning business and IT Operations using Splunk’s IT Service Intelligence solution. By leveraging the machine data you are already collecting the exercise provides a transformational method to model high-value services and rapidly build custom visualizations and dashboards. From executive leaders to administrators these personalized service-centric views provide powerful analytics and machine learning to transform service intelligence across your organization.
Billabong International implemented a big data and analytics initiative to drive business transformation. They conducted an assessment of their analytics maturity and identified priority areas including customer profiling, campaign optimization, and executive decision support. Billabong selected a managed big data analytics service and various analytical methods like market basket analysis, price elasticity modeling, and forecasting to gain insights from their operational and customer data. This initiative aimed to increase ROI through improved targeting, campaign optimization, and strategic decision making supported by data-driven insights.
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