Challenges in Supply Chain
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Ben Boone is a supply chain manager at Delhaize who is interested in learning, getting results, and maintaining a livable planet. Delhaize faces challenges like growth in choices, cost inflation, and increasing centralization. Ben's vision is for end-to-end cost efficiency, de-averaged service, demand-aligned capacity, and reduced environmental impact. He discusses challenges with static displays and a desire for reusable, modular displays. Participants then showcase a new "Proteus Smart Display" that is reusable, modular, easy to set up, fits all products, has flexible communications, and uses technology to gain supply chain insights. Next steps include evaluating the pilot, defining an implementation plan, and exploring integration with on
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Ideas are never a problem. Each team working on a software project knows how easy is to fill the backlog with 100 new things to build. The most challenging part comes when it's necessary to make decisions about what to include or exclude. How can we connect the work to high-level business results, and at the same time, leave the space for exploring uncertainty? This talk describes an outcome-first approach to strategy and prioritization. With examples coming from a real-life experience, it shows how it's possible to balance team autonomy with a coherent global product vision. How a value-based prioritization creates an adaptive, learning culture, and enable cross-functional and collaborative decision making.
ITHAKA The Next Wave 2017: John Sherer - A modest proposal for book publishing
This document discusses challenges facing university presses and potential solutions. It notes that traditional economic models of university presses are outdated given changes in information dissemination and consumption. To address this, it proposes a three-stage open access model for monograph publishing that involves initial open digital dissemination to improve access and discoverability, followed by paid print editions to generate revenue. However, it acknowledges challenges to implementing this model including cultural obstacles, securing funding, and transitioning from current economic models. Overall, the document advocates for university presses to embrace digital dissemination while maintaining print to remain sustainable in a changing publishing landscape.
Marketing for customer value module - 1
This document discusses key concepts in marketing for the 21st century. It begins by defining marketing as creating, communicating, and delivering value to customers to benefit the organization. Marketing management is choosing target markets and getting, keeping, and growing customers through superior customer value. The core concepts discussed include needs, wants, demands, target markets, positioning, offerings, value, satisfaction, and competition. The document also discusses how the modern marketplace has changed due to technology, globalization, and informed consumers. It outlines the main tasks of marketing management and tools for analysis like SWOT and competitive dynamics using Porter's five forces model.
Development chain and mass customization
This document provides an overview of development chains, mass customization, and their integration with supply chain management. It discusses key topics such as:
- The components of a development chain, including product design, sourcing decisions, and production planning.
- Why development chains need to be aligned with supply chains to quickly deliver new products.
- Approaches to mass customization, including collaborative, adaptive, cosmetic, and transparent customization.
- Challenges with mass customization relate to higher costs, difficulties customizing basic products, product returns, and inflexible supply chains.
The Joy of Reuse
Presented at CM Strategies / DITA North America 2013 in Providence RI
The slides are a little dense for my taste but I tried to make them sufficiently self-explanatory to be useful on Slideshare. During the actual presentations, my on-stage antics are intended to shift the attention off the slides although the effectiveness of this strategy is open to debate. The delivery of this particular presentation was made a little more interesting with there being a security interruption that required the evacuation of the over-crowded room. Several attendees lauded the gratuitous use of literary, historical and cultural references - running the gambit from Dante and Virgil through to Lady Gaga. Some were in fact spontaneous and maybe even unconscious.
Business Plan –Why? How? When?
This document provides an agenda and overview for a workshop on business planning. It discusses topics such as transforming ideas into products, conducting market analysis, defining business models, and creating business plans. A case study on converting organic waste into biogas through anaerobic digestion is also presented, with details on the market opportunity, business model, and projected profit and loss statement and cash flow for the business over several years.
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More from SCL HUB Conference
Connected Supply Chain
This document discusses Zetes, a company that provides supply chain digitization solutions. It summarizes Zetes' capabilities in areas like supply chain visibility, traceability, and agile fulfillment. The document also outlines challenges around data access, system integration and complexity that companies face in their supply chains. It proposes Zetes' integrated visibility framework and technology solutions to address these challenges and provide benefits such as improved decision making, network management and brand protection.
Connected Supply Chain
This document discusses Zetes, a company that provides supply chain digitization solutions. It summarizes Zetes' offerings in areas like supply chain visibility, traceability, and agile fulfillment. The document also outlines challenges around data access, system integration and complexity that companies face in their supply chains. Zetes' proposed solutions aim to provide end-to-end visibility, traceability and collaboration across supply chain partners through integrated technology platforms and data orchestration. The benefits mentioned include improved decision making, network management and competitive advantage.
Using Machine Learning to Predict Returns of e-Commerce Fashion Products
1) Professor Chee Yew Wong from Leeds University Business School presented on using machine learning to predict returns of e-commerce fashion products.
2) The project used a Knowledge Transfer Partnership to link and analyze retailer, logistics, and supplier data to generate insights and build machine learning models for return prediction.
3) The models improved return volume predictions from 30-50% accuracy to over 90% accuracy, allowing for better planning and cost reduction.
The Talent Crisis 2030 - Supply Chain Responses
The document discusses the talent crisis that will impact supply chains by 2030 due to changes in demographics, population growth, and increased automation. The key points are:
- Population growth and an aging workforce will reduce the available labor supply, while automation will displace many jobs but also create new skills requirements. This will result in a period of transition and potential inequality.
- Reports predict that up to 35% of current jobs could be automated, while new skills will be needed. Both governments and businesses will need to address challenges around job transitions.
- The supply chain industry is already facing skill shortages and will be heavily impacted. Automation is essential to overcome issues but adoption has been slow. Areas that need
The Journey To World Class Demand Planning
The document outlines a 5-step approach to achieving world-class demand planning: 1) Use the right measures like forecast accuracy, spread of error, and bias; 2) Accept that you can't always be right and proactively discuss contingencies; 3) Have one set of consistent numbers across the business rather than multiple versions; 4) Machine learning and AI can help with forecasting but require significant investment and data enrichment; 5) Focus on the people and behaviors needed like cross-functional collaboration and technical mastery. The document provides examples and recommendations for each step.
Small But Mighty - Why SKU-Level Insight Will Supercharge Your Supply Chain
This document discusses how analyzing supply chain data at the stock keeping unit (SKU) level can help optimize supply chain performance. It argues that SKU-level visibility into areas like demand, suppliers, and logistics can help reduce costs, missed sales, and emissions while improving collaboration. The document uses a case study of a furniture company to show how SKU analysis identified opportunities to cut container usage, expenses, and carbon emissions without compromising on-time delivery. It positions Zencargo as a supply chain optimization platform that provides SKU-level data analytics and services to help companies gain insights and efficiencies in their supply chains.
Keep The Beer Flowing!
The document summarizes a supply chain simulation game from Vuealta. It provides an overview of the game, including:
- The objective is to maintain a 100% service level while reducing inventory levels by 40%
- Players order inventory in multiples and ship full orders to customers
- After the first round, the document reviews what happened and identifies issues like bullwhip effect from batching
- The second simulation round changes the rules to allow partial shipments, inventory transfers between branches, and target stock levels to calculate orders
- The goal is to give players a more connected planning experience that considers demand variability and late deliveries across the entire network
How Technology Will Shape Supply Chains of the Future
The document discusses how technology will shape future supply chains. It notes that supply chains have become more globally distributed and complex, with many parties and systems involved. This leads to issues like poor visibility, delays, and higher costs. Emerging technologies can help by providing a single source of data shared across organizations, intelligent apps to analyze data and drive better decisions, unified interfaces, and connections across internal and external systems. This "orchestration" approach allows for improved forecasting, reduced working capital, and other benefits. The document also discusses skills needed for future supply chain leaders and how to develop them.
Enabling Syncronised, Self-Managed, Sustainable Supply Chains
The document introduces SupplyVue, a supply chain analytics solution developed by Concentra to enable synchronized, self-managed and sustainable supply chains. It describes SupplyVue's vision of fast, reliable, data-driven, easy to run and energy efficient supply chain networks. The document outlines SupplyVue's holistic view of supply chain data, analytical capabilities and ability to automate processes and synchronize them with customer demand to deliver improved results for businesses.
Digital Decisioning for the New Decade - 2020 and Beyond
This document discusses artificial intelligence (AI) trends for 2020 and beyond in supply chain decision making. It notes that AI represents a significant business opportunity for many companies according to a recent survey. The document outlines how AI-powered decisioning can provide value in supply chains through techniques like optimization, advanced analytics, machine learning, and deep learning. It provides examples of AI solution techniques that can help with problems like demand forecasting, root cause analysis, and supplier risk segmentation. Finally, it offers tips for organizations looking to apply AI, such as identifying early adopters and building applications iteratively.
Retail Redefined
The retail industry is changing rapidly due to shifts in consumer behavior. Traditional retailers that do not adapt are struggling or disappearing, while some retailers are growing by doing things differently. Successful retailers are taking a lean approach that focuses on understanding customer value, eliminating waste to increase speed and agility, and continually checking reality. Most importantly, they are unlocking the potential of their employees by focusing on culture change and leadership development.
Network & 3PL Strategic Development
This document summarizes information about DS Smith, a packaging company, and its logistics network and strategic development. It discusses DS Smith's growth through acquisitions, its circular supply chain model, large logistics network spanning Europe and North America, and its key strategic areas of focus including infrastructure redesign, analytics, transport planning, and supplier management. DS Smith has an ambitious plan to transform its logistics operations through 13 programs with a focus on visibility, infrastructure optimization, data-driven decision making, and developing its supplier base.
Moving From 'What Is' to 'What If'
This document discusses moving from static reporting to more dynamic planning and analysis. It outlines challenges with current disconnected planning, reporting, and budgeting systems. The goals are to provide a single version of truth across financial and operational data for scenario planning, driver-based forecasting, and real-time supply chain visibility. Integrating multiple data sources and maturity of integration is addressed. Examples demonstrate benefits like reduced promotion planning times and faster financial reporting. The solution aims to provide flexible, scalable, and easy-to-use analytics and planning across the organization to improve decision making.
Can We Encourage Planners Away From Spreadsheets?
The document discusses how to encourage planners to move away from using spreadsheets for supply chain planning. It notes that while spreadsheets offer flexibility and familiarity, they have disadvantages like lack of collaboration, ownership issues, and risk of errors. The presentation then demonstrates how a cloud-based planning tool called Anaplan preserves advantages of spreadsheets while addressing disadvantages. It shows features like customization ability, familiar interfaces, and integrated collaboration tools. The presentation concludes that modern planning tools can effectively replace spreadsheets for supply chain planning.
The Nokia Journey to Digitization of Supply Chain
The document summarizes Nokia's journey towards digitizing its supply chain. It discusses Nokia's acquisitions and divestments over time as it transformed from early Bell System products to mobile phones and networks. It outlines Nokia's vision to create a sustainable digital value network centered around the customer. Key facts about Nokia's global distribution operations are provided, and future requirements for digitalizing processes like transportation booking and payment by 2022 are outlined. The document emphasizes digitalization, analytics, robotics, and transparency to create an adaptive and agile supply chain.
Digital Transformation in Logistics
This document discusses digital transformation in logistics. Technologies like big data, analytics, AI, IoT and robotics promise to transform business operations by raising quality, flexibility and productivity. However, digital transformation is challenging for large traditional companies. The document proposes a framework for digital transformation including establishing foundational elements like inventory control and data integrity, integrating technologies like IoT and analytics, and collaborating across partners. It also discusses examples of deploying global analytics and the importance of starting with quick wins, engaging end users, and automating reports.
Digital Lemming or Leader?
This document discusses strategies for companies to become digital leaders in their supply chains. It begins by distinguishing between being a "lemming" and following trends without purpose versus being a leader. The document then discusses how digitization can improve supply chain productivity. Four strategies for digitizing supply chains are presented: 1) optimizing core supply chain processes, 2) optimizing business processes, 3) conducting digital technology pilots, and 4) adopting new business models enabled by technology and trends. The strategies emphasize using data and technology to improve operations, relationships, and strategic alignment across functions and organizations.
Demand Sensing - What's New in 2019, How Are Organisations Leveraging It
This document contains a presentation about demand sensing and forecasting given by Anupam Aishwarya, Director of Customer Solutions at E2open. The presentation discusses how traditional demand planning and forecasting techniques are reaching their limits due to increasing business complexity. It then outlines how demand sensing leverages new data sources and advanced analytics like artificial intelligence to provide more accurate forecasts across different time horizons. A case study of how Procter & Gamble improved forecast accuracy and reduced inventory costs through demand automation is also presented. The presentation concludes by emphasizing how better forecasting drives business value and outlines the benefits customers have achieved through demand sensing.
Transportation - Future Trends & Challenges
The document discusses future trends and challenges in the transportation market. It introduces Transporeon, a logistics platform company. Increasing consumer demands are driving challenges around empty trucks, waiting times, and lack of transparency. Current UK transport issues include growing traffic, an aging driver population, and subcontractor availability. True collaboration using commitment, technology, and connectivity can help overcome these challenges by enabling efficiency, capacity sourcing, reliability, and customer satisfaction. Data-driven innovations and digitalization will allow predictive engagement and real-time matching between shippers and carriers. The concept of transportation will change beyond recognition by 2025 with developments in autonomous vehicles, telepresence robots, aerial transport, and hyperloop technologies.
Modern SC Leadership in a VUCA World
Maureen O'Shea gave a presentation on modern supply chain leadership in a VUCA world. She discussed how (1) VUCA (volatile, uncertain, complex, ambiguous) environments require new skills beyond IQ, (2) every market is evolving so customer focus is key, and (3) supply chain leaders need new capabilities to leverage visibility and deliver customer value. She emphasized understanding customer needs and delighting customers in order to gain a competitive advantage in today's digital world.
More from SCL HUB Conference (20)
Using Machine Learning to Predict Returns of e-Commerce Fashion Products
Using Machine Learning to Predict Returns of e-Commerce Fashion Products
Small But Mighty - Why SKU-Level Insight Will Supercharge Your Supply Chain
Small But Mighty - Why SKU-Level Insight Will Supercharge Your Supply Chain
How Technology Will Shape Supply Chains of the Future
How Technology Will Shape Supply Chains of the Future
Enabling Syncronised, Self-Managed, Sustainable Supply Chains
Enabling Syncronised, Self-Managed, Sustainable Supply Chains
Digital Decisioning for the New Decade - 2020 and Beyond
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Demand Sensing - What's New in 2019, How Are Organisations Leveraging It
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⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
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一比一原版(lbs毕业证书)英国伦敦商学院毕业证如何办理
原版一模一样【微信：741003700 】【(lbs毕业证书)英国伦敦商学院毕业证成绩单】【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
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校徽：象征着学校的荣誉和传承。
校名:学校英文全称
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其他信息：根据不同的专业和学位，可能会有一些特定的信息或章节。
办理(lbs毕业证书)英国伦敦商学院毕业证【微信：741003700 】价值很高，需要妥善保管。一般来说，应放置在安全、干燥、防潮的地方，避免长时间暴露在阳光下。如需使用，最好使用复印件而不是原件，以免丢失。
综上所述，办理(lbs毕业证书)英国伦敦商学院毕业证【微信：741003700 】是证明身份和学历的高价值文件。外观简单庄重，格式统一，包括重要的个人信息和发布日期。对持有人来说，妥善保管是非常重要的。
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Challenges in Supply Chain
- 1. If you don’t know where you going, you will probably end up somewhere else. Lawrence J. Peter Educator and management theorist
- 2. Together influence the biggest challenges in supply chain London – 6 June 2017
- 3. What to expect today? • Who is Ben Boone • Vision & why • Challenges • Co-creation on second placements • Showcase • Next steps
- 5. Who is Ben Boone? Short bio • 38 years old • 2 kids (one boy of 2 years, one girl of almost 6) • Will be living in the city of Mechelen, after 3,5 years of renovation • Not a supply chain background, I am a bio engineer, specialised in forestry and nature conservation with additional degrees in culinary arts and general management • Working at Delhaize since 2009 What incentivizes me • Always interested in learning something new • Getting results • Maintain a living planet for future generations
- 8. Challenges Delhaize background – Supply chain challenges Growth of socially engaged consumption Mix of affiliates and store owned stores Growth in choices and alternatives Pressure on asset optimization Growth mainly in smaller store formats Cost inflation Development of online channel in groceries Increasing level of centralization
- 9. Core requirements Vision Key strategic intents E2E Cost efficiency De- averaged service Capacity aligned w/ demand Reduce environmental impact Collaborate with key suppliers via integrated forecasting Supplier consolidation and supplier DC co-location Maintain national network Increase DC automation Increase customer friendliness Offer modular delivery packages (standard + optional) adapted to banner requirements Drive Supply Chain by sales forecast Cost efficient reverse logistic Increase store efficiency Improve On shelf availability Improve customer satisfaction on availability, quality and freshness Suppliers Inbound DC Network Outbound Stores Customer
- 11. Creating a shared vision in co-creation Why co creation • not supplier vs. retailer • Define a better solution Context • Review of guidelines for display in 2014 (weight, no more staples, no more glue, …) • Desire to implement a more store friendly solution • Maintain a living planet for future generations Solution defined • New display guidelines • Move from static displays to display solution on wheels, all provided by the one pool provider selected by Delhaize • Including traceability of displays Challenges encountered • Strong supplier opposition • Long implementation time • Sub optimal solution
- 12. Co creation second placements Supported by Participants
- 13. Shared vision & ambition
- 14. Value/effort matrix Standard Modular Standardized Display Collaboration Projects Reusable Display Digital Display Best Practice Sharing Geo Location Display Permanent Fixed Unit Cross Selling Merchandising Shared value Cost Effort (time * costs) Reusable Standardized Display Teams
- 16. The market challenge Create a second placement which meets the market needs: • Reusable standard display • Unique modular frame • Easy setting up and compacting • Fits every product range by format and weight • Flexible communications • Big Data & IoT Technology to gain new insight on supply chain, sales & marketing
- 20. Next steps for Delhaize & the value chain • Evaluate pilot results • Define implementation plan together with all stakeholders in the market • Define optimal supply chain for second placement solutions (DSD vs. DC delivery) • Explore integration of on shelf availability for promotions
- 21. Join the movement towards 85% of cardboard reduction and create value for every stakeholder in the chain Retailers & Brand Owners Chain Partners Institutional Partners All these companies are actively involved in the co creation & roll out of Proteus. Open innovation platform on standardisation in the value chain Steered by retailers & brand owners Close collaboration with supply chain & institutional partners Strive for the lowest cost in combination with the highest value Shared ambition Movement: Together, create a value chain that is sustainable, social and valuable for every stakeholder
- 22. We never lose. Either we win, or we learn. Nelson Mandela First black president of South Africa
- 23. Thank you for your invitation! Meet me at the NeoGrid stand for further discussions!