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Demand and Integrated Business Planning

This document provides an overview of demand planning (DP) and integrated business planning (IBP) capabilities. It discusses how these capabilities can help organizations work together to develop shared plans, identify improvement areas, and generate savings. The document outlines the basic concepts of DP and IBP, including how they evolve over maturity stages. It also presents some decision tools and dashboards that DP and IBP use to analyze trends, detect forecast bias, conduct segmentations, and provide integrated visibility of forecasts. Implementing these capabilities will help align short and long term goals across the organization.

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Demand and Integrated Business Planning A story about a strategic supply chain capability (Jun 2016)
2 Agenda: 1 hour Demand and Integrated Business Planning A story about a strategic supply chain capability…
3 • better understand the basic concepts behind Demand Planning (DP) and Integrated Business Planning (IBP) Objectives Figure 1 At the end of the presentation you should: • be able to endorse the need for the capabilities and review the proposed framework • better understand what you and your teams will need to do to support the capabilities
4― Warren Buffett American business magnate, investor and philanthropist “Someone's sitting in the shade today because someone planted a tree a long time ago.” Introduction Figure 2
5 Where are we today? • Do we know whether our short term operational decisions are aligned with our long term strategy? • Are we continuously working together towards a single, shared plan? • Do we understand our cross functional (sales, marketing, supply, finance) objectives and priorities? • Do we understand the needs of our customers and are we able to clearly demonstrate our value? • Are we able to negotiate the best contract terms with our suppliers? No, not really…Figure 3
6 Where we are… • We lack visibility into our customers and our supply chain requirements… • We aren’t able to adjust to changing conditions because we can’t analyse our options accurately and quickly… • We aren’t able to consistently identify areas for improvement… an organisation without demand planning (DP) and integrated business planning (IBP)… Figure 4
7 • DP and IBP are best practice capabilities that help key stakeholders make better decisions. • The capabilities help key stakeholders identify areas for improvement and generate savings. • The capabilities ensure that key stakeholders continuously work together to develop a shared understanding of short and long term goals and priorities. Figure 5 Where we could be… an organisation with demand planning (DP) and integrated business planning (IBP)…
8 Introduction What benefits can we expect? "Those companies without a robust Integrated Business Planning process need to act now to close the gap in capabilities and management support in order to maintain their competiveness going forward.“ S&OP - A Critical Process for Superior Performance Brian Ball, Sep 2012, Aberdeen Group "Companies that have successfully implemented mature S&OP have seen significant improvements, such as a 2% to 5% increase in revenue, a 7% to 15% reduction in inventory." Toolkit: S&OP Maturity Self-Assessment for Supply Chain Leaders, Nicha Tohamy, Jan Kohler, Marko Pukkila, Debashis Tarafdar, Aug 2013, Gartner Group reduced inventory 18-46% reduced safety stock 11-45% increased revenue 10-15% increased on-time delivery 10-50% increased forecast accuracy 18-25% increased productivity 30-45% Source: QuintiQ. (2014, Oct 26). Closing the loop on S&OP Plans. Slide 8. Retrieved from https://www.slideshare.net/quintiq/closing-the-loop-on-sop-plans Source: Oliver Wight, Survey of 40 Clients
9 Introduction How have the capabilities evolved? Source: Oliver Wight. (2017). Transition from S&OP. Retrieved from http://www.oliverwightasiapacific.com/en-GB/integrated-business-planning/transition-from-sop
10 Introduction How do DP and IBP help key stakeholders make better decisions? SystemsProcess People
11 Introduction • Key external stakeholders: Who works together to develop a shared understanding and generate savings? • Key internal stakeholders: Category Team Service Delivery Team Supply Team Finance Team Executive Team
12 Introduction How do the capabilities link to strategy? Source: QuintiQ. (2014, Oct 26). Closing the loop on S&OP Plans. Slide 6. Retrieved from https://www.slideshare.net/quintiq/closing-the-loop-on-sop-plans
13 Introduction • The basic building blocks are already in place and the concepts and benefits are transferable. We can implement DP and IBP: Source: The Institute of Business Planning and Forecasting • Over the past 30 years, many leading enterprises across a wide variety of industries have been able to successfully implement these capabilities. SystemsProcess People • We have the basic organisation structure, roles and data required to get started.
14 ― Leonardo da Vinci Italian polymath whose areas of interest included invention, painting, sculpting, architecture, science, music, mathematics, engineering, literature, anatomy, geology, astronomy, botany, writing, history and cartography “Learning is the only thing the mind never exhausts, never fears, and never regrets.” Key Concepts Figure 6
Key Concepts What, Who, When, How 15 • A demand plan is a consensus projection of the materials and services that an organisation expects to provide to its customers. What is a demand plan? • The plan is developed in units and communicated in all terms required by stakeholders. • The plan includes projections for both current (baseline) and new materials and services and looks forward at least 18 months.
Key Concepts What, Who, When, How 16 Who provides input to a demand plan? • A demand plan represents a commitment to the customer and is developed with input from those closest to the customer. Service Delivery & Category Teams • A demand plan is created on a rolling monthly basis. • Each month provides an opportunity to review performance (using forecast accuracy and forecast bias metrics) and assumptions. When is the demand plan created?
17 How does the plan get integrated? Key Concepts What, Who, When, How Source: Oliver Wight International. Integrated Business Planning. Retrieved from https://supplychainblog.aimms.com/2014/04/an-introduction-to-integrated-business-planning-optimization/ Demand Planning Process Customer InputCategory Input Integrated Business Planning Process Source: Crum, C. with Palmatier, G. E. (2003). Demand Management Best Practices: Process, Principles and Collaboration. Integrated Management Series. Cover. J. Ross Publishing.
18 Every organisation’s DP and IBP capabilities are unique… Key Concepts What, Who, When, How Source: QuintiQ. (2014, Oct 26). Closing the loop on S&OP Plans. Slide 7. Retrieved from https://www.slideshare.net/quintiq/closing-the-loop-on-sop-plans
Key Concepts Capability Maturity Stages 19 Phases II and III (13 to 24 Months) Specialised System Stage 3 Internally based consensus plan Stage 4 External partner collaboration Stage 5 Network collaboration • tight collaboration between internal functions • consensus-driven demand plan that considers operational risk • increased financial alignment • demand-planning segmentation frameworks • value-chain- based demand plan • integration with NPI process • demand-planning COE • outside-in view of demand • network-based demand plan • support new demand streams • joint, value-chain- focused metrics Excel based (Adhoc) Phase I (Next 12 Months) Baseline forecast generation Standardised, scalable processes Stage 1 Stage 2 • usage driven, bottom up forecast • short-term execution focus • inside-out view of demand • siloed functions • statistical forecast using historical data • formal demand- planning organisation • Emerging internal collaboration The demand planning capability will be introduced in stages. Source: Salley, A. & Tarafdar, D. (2015). Apply the Supply Chain Maturity Model for Better Demand Planning. Page 6. Retrieved from https://www.gartner.com/doc/3033826/apply-supply-chain-maturity-model
Key Concepts Capability Decision Tools (Trend Analysis) 20 Demand Planning will work with key stakeholders to create forward forecasts that consider both future assumptions and past usage. Values Values Category Total Usage AUD$ (Past 12 Months using AVG Price) Total Forecast AUD$ (Next 12 Months using AVG Price) Total Usage Quantity (Past 12 Months) Total Forecast Quantity (Next 12 Months) % Difference Quantity ABC Matrix Rank Total Usage Quantity (Past 12 Months) Total Forecast Quantity (Next 12 Months) % Difference Cateogry 1 $10,629,413 $11,274,107 13,156,166 15,320,045 16.4% A (Top 60%) 12,796,917 14,977,783 17.0% Category 2 $3,640,189 $4,219,232 13,248 12,574 -5.1% B (Next 20%) 2,719,712 2,735,692 0.6% Category 3 $1,072,478 $1,182,029 977,099 1,084,377 11.0% C (Next 15%) 1,462,140 1,477,125 1.0% Category 4 $612,377 $678,335 442,728 415,111 -6.2% D (Final 5%) 269,250 254,303 -5.6% Category 5 $596,208 $579,370 2,555,408 2,500,699 -2.1% F 0 0 0.0% Category 6 $372,831 $405,217 67,671 79,358 17.3% Total 17,248,019 19,444,902 12.7% Category 7 $92,149 $96,822 35,425 32,714 -7.7% Category 8 $5,120 $5,238 22 23 3.9% Category 9 $6,129 $0 253 0 -100.0% Total $17,026,893 $18,440,351 17,248,019 19,444,902 12.7%
Key Concepts Capability Decision Tools (Forecast Bias Detection) 21 • bias towards overestimating usage expectations Chronic Over Forecasting Chronic Under Forecasting Root Cause Impact • excess of inventory • shortage of working capital • bias towards underestimating usage expectations • shortage of inventory • low customer service levels • high out of stocks Demand Planning will work with key stakeholders to identify forecast bias and improve accuracy.
Key Concepts Capability Decision Tools (Segmentation Strategies) 22 New Active End of Life Product Life CycleABC Classification A C B D Dimensions: 1. Quantity 2. AUD$ 3. Strategic or Other Priority Predictability Demand Planning will work with key stakeholders to identify priorities using various segmentation strategies.
The following segmentation analysis can be used to better understand priorities for one region. Similar opportunities exist for other regions. Key Concepts Capability Decision Tools (Segmentation Strategies) 23 Why do we support so many D SKU’s? These items only contribute 5% towards revenue yet consume considerable resources and add complexity. Are our SKU’s in the correct MRP type inventory category and at the correct life cycle stage?
Key Concepts Capability Decision Tools (Integrated Summary) 24 Demand Planning will work with key stakeholders to create dashboards to provide visibility of forward forecasts by region. As the capability matures, the dashboards will include projections for forward procurement and inventory and the planning horizon will extend. Values Values Material Count Category Total Usage AUD$ (Past 12 Months using AVG Price) Total Forecast AUD$ (Next 12 Months using AVG Price) Total Usage Quantity (Past 12 Months) Total Forecast Quantity (Next 12 Months) % Difference Quantity ABC Matrix Rank Total Usage Quantity (Past 12 Months) Total Forecast Quantity (Next 12 Months) % Difference Row Labels V1 (DC Stock) PD (Vendor Direct) ND (Vendor Direct) Total Category 1 $10,629,413 $11,274,107 13,156,166 15,320,045 16.4% A (Top 60%) 12,796,917 14,977,783 17.0% A (Top 60%) 253 216 14 483 Category 2 $3,640,189 $4,219,232 13,248 12,574 -5.1% B (Next 20%) 2,719,712 2,735,692 0.6% B (Next 20%) 253 462 29 744 Category 3 $1,072,478 $1,182,029 977,099 1,084,377 11.0% C (Next 15%) 1,462,140 1,477,125 1.0% C (Next 15%) 462 1,414 55 1,931 Category 4 $612,377 $678,335 442,728 415,111 -6.2% D (Final 5%) 269,250 254,303 -5.6% D (Final 5%) 801 3,824 497 5,122 Category 5 $596,208 $579,370 2,555,408 2,500,699 -2.1% F 0 0 0.0% F 104 1,130 205 1,439 Category 6 $372,831 $405,217 67,671 79,358 17.3% Total 17,248,019 19,444,902 12.7% Total 1,873 7,046 800 9,719 Category 7 $92,149 $96,822 35,425 32,714 -7.7% Category 8 $5,120 $5,238 22 23 3.9% Category (All) Category 9 $6,129 $0 253 0 -100.0% Total $17,026,893 $18,440,351 17,248,019 19,444,902 12.7% Material Count Potential Life Cycle State ABC Matrix Rank NEW (<6 mon) ACT EOL (0 in 6 mon) Total A (Top 60%) 2 446 38 486 B Next 20% 33 614 98 745 C (Next 15%) 134 1,385 414 1,933 D (Final 5%) 598 2,323 2,207 5,128 F 0 0 1,461 1,461 Total 767 4,768 4,218 9,753 Sum of Total Fiscal Year FAMMIS SOA Status Sum of Total Fiscal Year FAMMIS SOA Status Sum of Total Measure Fiscal Year 2016 YTD 2016 YTD Grand Total 2016 YTD 2016 YTD AUD$ AUD$ Qty Qty Cost Centre Name Cost Centre No SOA SOA Material Group Name Material Group No SOA SOA ABC Matrix Rank 2016 YTD 2015 2016 YTD 2015 Centre 1 710412 1,315,310 85,480 1,400,791 Centre 1 651525 1,432,530 77,444 A (Top 60%) 6,174,126 10,608,662 7,912,750 14,376,856 Centre 2 710353 1,025,020 118,581 1,143,601 Centre 2 651538 1,059,365 179,798 B (Next 20%) 2,346,613 3,271,152 1,730,407 3,053,896 Centre 3 630336 845,272 142,591 987,863 Centre 3 651020 739,438 78,942 C (Next 15%) 1,777,403 2,382,261 997,590 1,534,210 Centre 4 710404 546,687 52,076 598,763 Centre 4 651521 730,392 50,491 D (Final 5%) 597,461 767,902 178,746 294,789 Centre 5 630410 542,998 46,998 589,997 Centre 5 651524 621,823 106,826 Total 10,895,603 17,029,978 10,819,493 19,259,751 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% -200,000 0 200,000 400,000 600,000 800,000 1,000,000 1,200,000 1,400,000 1,600,000 Predicability(RSauarePast12Month) PRODUCT IMPORTANCE (Quantity Past 12 Month Usage) "A" "B" "C" y = -9457.6x+2E+06 R² = 0.2965 y = 38124x+36440 R² = 0.5669 0 500,000 1,000,000 1,500,000 2,000,000 2,500,000 3,000,000 Sumof Jul Sumof Aug Sumof Sep Sumof Oct Sumof Nov Sumof Dec Sumof Jan Sumof Feb Sumof Mar Sumof Apr Sumof May Sumof Jun Sumof Jul Sumof Aug Sumof Sep Sumof Oct Sumof Nov Sumof Dec Sumof Jan Sumof Feb Sumof Mar Sumof Apr Sumof May Sumof Jun Sumof Jul Sumof Aug Sumof Sep Sumof Oct Sumof Nov Sumof Dec Sumof Jan Sumof Feb Sumof Mar Sumof Apr Sumof May Sumof Jun 2014 2015 2016YTD Summary by Fiscal Month (QTY Jul-2013 to Feb-2016) Material Free Text 2017 Forecast 2017 Forecast Use the Pivot Tables to review regional usage by either quantity (QTY) or dollars (AUD$). The tables can be used to review data from the following perspectives: · Category View (use Category, Material Group, Material GroupName, OA TrackingNumber, Material , Primary Vendor or Primary Vendor Name bythe appropriate Measure and PO Type ) · Regional View (use Business Area, Cost Centre, Material, Supply Plant by the appropriate Measure and PO Type) · Supply View (use Primary Vendor, Primary VendorName, Supply Plant, ABC Matrix Rank by the appropriate Measure and PO Type) · Finance View (use Cost Element, Cost Centre, ABC Matrix Rank by the appropriate Measure and PO Type) Considerations: · The forecast summary tables utilise the concept of material average price (tocontrol for the impacts of price variance allowing a clearer comparison of past to future quantities). The usage summary tables utilise the AUD$ derived directly from FAMMIS KSB1 data. · In the future, the report will be expanded to include projections for forward procurement and forward inventory (as the demand planning capability is further developed). 18,902,531 19,259,751 10,819,493 4,528,237 6,479,430 10,288,075 0 5,000,000 10,000,000 15,000,000 20,000,000 25,000,000 30,000,000 2014 2015 2016YTD Summary by Fiscal Year (QTY Jul-2013 to Feb-2016) Material Free Text REGIONAL DEMAND PLANNING DASHBOARD (Concept Only) Forecast and Usage for Region B Data Source: FAMMIS KSB1 for WA (Goods Issues) and WE (PO Goods Receipts) document types and cost centres BA0000 to BA9999 Measure: QTY or AUD$ Period: Fiscal Year from Jul-2013 to Feb-2016 Data and Approach Require Validation by Stakeholders 17,301,802 17,949,590 10,273,823 917,324 645,670 202,949 527,581 571,161 286,719 5,943 3,000 74,054 59,196 32,813 29,170 27,501 19,672 48,661 504 4,528 0 10,000 20,000 30,000 40,000 50,000 60,000 70,000 80,000 0 2,000,000 4,000,000 6,000,000 8,000,000 10,000,000 12,000,000 14,000,000 16,000,000 18,000,000 20,000,000 2014 2015 2016YTD 2014 2015 2016YTD 2014 2015 2016YTD 2015 2014 71 63 39 10 78 Summary by Supply Type and Plant by Fiscal Year (QTY>1000, Material Only, Jul-2013 to Feb-2016) WA (Goods Issues) WE (PO Receipts) Use the table to validate the FAMMIS MRP Type against the 2 dimensional ABC ranking (QTY and AUD$). Review V1 materials with a D or F class (these materials add cost and complexity and should be reconsidered unless they fulfil a clinical or strategic need). Review PD and ND materials with an A or B class (to ensure sufficient customer service levels are maintained). Double click on a cell to R squared is an indicator of the degree of fit with the forecast model. 0% indicates that the model explains none of the variability (of the data around its mean). 100% indicates that the model explains all of the variability (of the data around its mean). A low value does not necessarily mean that a model is a poor fit. However, judgement is required. 1,364,869 1,259,858 1,379,8621,351,7981,333,869 1,537,787 1,200,203 1,391,248 y = 4074.1x+1E+06 R² = 0.0101 0 200,000 400,000 600,000 800,000 1,000,000 1,200,000 1,400,000 1,600,000 1,800,000 2,000,000 Sum of Jul Sum of Aug Sum of Sep Sum of Oct Sum of Nov Sum of Dec Sum of Jan Sum of Feb Sum of Mar Sum of Apr Sum of May Sum of Jun Summary by Fiscal Month (Material Only) (QTY Jul-2013 to Feb-2016) 2014 2015 2016 2017 Forecast TOP COST CENTRES (AUD$ 2016 YTD Demand Type = Material) TOP MATERIAL GROUPS (AUD$ 2016 YTD Demand Type = Material) FOUR QUADRANT MODEL (for differentially managing the demand forecast, classification period: Jul-2014 to Feb-2016) Quadrant 3 Low Importance and HighPredictability Quadrant 1 HighImportance and High Predictability Quadrant 4 Low Importance and Low Predictability Quadrant 2 HighImportance and Low Predictability 3 1 4 2 ABC CLASSIFICATION and PRODUCT LIFE CYCLE ANALYSIS (for differentially managing the demand forecast, classification period: Jul-2014 to Feb-2016) FORWARD FORECAST SUMMARIES (QTY and AUD$, past 12 months and next 12 months, using Excel linear trend algorithm and 2016YTD material average price) Use the table to review the product life cycle stage against the 2 dimensional ABC ranking (QTY and AUD$). Review NEW and ACT materials with a D class (these materials add cost and complexity and should be reconsidered unless they fulfil a clinical or strategic need). Review EOL materials and consider phase out and replacement options. Double click on a cell to get a detail list to review. 9,899,006 996,598 0 2,000,000 4,000,000 6,000,000 8,000,000 10,000,000 12,000,000 No SOA SOA 2016YTD SOA Status Summary (AUD$ 2016YTD Material and Free Text) Material 329 157 359 386 504 1,429 0 500 1,000 1,500 2,000 2,500 continuous intermittent Demand Signal Type (Material Only) (Count) A B C USAGE SUMMARIES
Key Concepts Process and People 25 Demand Planning will work with key stakeholders to develop a calendar to support requirements.
Key Concepts Systems 26 Demand Planning will work with key stakeholders to identify specific system requirements. Visionaries LeadersChallengers Niche Players Source: Payne, T. (2015, April 29). Magic Quadrant for Sales and Operations Planning Systems of Differentiation. Page 2. Retrieved from https://www.gartner.com/doc/reprints?id=1-2EC75A5&ct=150501&st=sb
Key Concepts Systems 27 DP and IBP systems will need to integrate with other key systems (including both ERP and data warehouse systems.)
28 ― Charles Kettering Founder of Delco, American inventor, engineer, businessman “High achievement always takes place in the framework of high expectation.” Project Framework Figure 7
Framework Considerations 29 • The project framework has been endorsed by two specialised Gartner analysts and a leadership partner. • The project goal statements align with demand management best practices: Oliver Wight, Institute of Business Forecasting and Planning, Gartner • The project will be using a phased approach both to minimise risk and to provide an opportunity for progress review and approval at each phase. • The project will be using a task based approach to ensure all project goal and scope statements are considered and delivered at the appropriate time.
Framework Considerations 30 The 34 page project framework document outlines the project approach and considers the following aspects in detail: • Project Definition • Project Scope • Project Plan • Key Participants • Project Constraints and Risk Assessment • Project Principles and Communication
31 ― Jeff Bezos an American engineer, technology and retail entrepreneur, investor and philanthropist best known as the founder, chairman, and chief executive officer of Amazon “If you don’t understand the details of your business you are going to fail.” Framework Detail Figure 8
32 Supporting documents have been removed to protect confidentiality. Framework Detail The Opportunity The capabilities will address critical gaps. The capabilities will deliver defined benefits. The capabilities will be delivered using a task based and phased approach. A communication plan has been developed to engage key stakeholders. The capabilities will meet defined process, system and people objectives. Project roles have been clearly defined. Project team members have been selected from critical, cross functional business areas. Risks have been identified and will be managed.
33 Where would we like to be? The capabilities would enable us to: • make better decisions, • work together towards common goals, • generate savings. Do we agree with the proposed benefits and the need for the capabilities? Organisations with Demand Planning and Integrated Business Planning Figure 9
34 Conclusion What comes next? • Do we agree with the proposed, phased approach? • Do we have your support to continue with Phase I? • Do we have your support to progress to Phase II? Figure 10
Othersupplychainstories… Aligned Supply Chain Metrics Twomey, Elaine. (2017, Mar). Retrieved from https://www.slideshare.net/ElaineTwomey1/aligned-supply-chain-metrics Aligned New Product Development (NPD) Approval Process Twomey, Elaine. (2017, Feb). Retrieved from https://www.slideshare.net/ElaineTwomey1/aligned-new-product-development-npd-approval-process
Othersupplychainstories… Demand and Integrated Business Planning Twomey, Elaine. (2016, Jun). Retrieved from https://www.slideshare.net/ElaineTwomey1/demand-and-integrated-business-planning Supply Chain Experience Twomey, Elaine. (2017). Retrieved from https://www.slideshare.net/ElaineTwomey1/supply-chain-experience Process Improvement and Project Management Portfolio Twomey, Elaine. (2017). Retrieved from https://www.slideshare.net/ElaineTwomey1/process-improvement-and-project-management-portfolio
37 References Sources Figures (copy links to browser to view sources): Cover Ozerina, Anna. (Illustrator). Elegant Background [digital image]. Retrieved from https://www.shutterstock.com/image-vector/elegant-background-place-text-invitation-69112300 Figure 1 Kovop58. (Photographer). Hiker with Backpack [digital image]. Retrieved from https://www.shutterstock.com/image-photo/young-tourist-hiker-backpack-siting-on-559594144 Figure 2 Isett, Stuart. (Photographer). Warren Buffet [digital image]. Retrieved from http://images.huffingtonpost.com/2015-12-02-1449084331-7797041-warren_buffet_spotlight.jpg Figure 3 Cracho, Sfio. (Photographer). Businessman Flying [digital image]. Retrieved from https://www.shutterstock.com/image-photo/businessman-flying-rocket-backpack-trough-business-181968668 Figure 4 Rido. (Photographer). Business team hiding their faces [digital image]. Retrieved from https://www.shutterstock.com/image-photo/business- team-hiding-their-faces-behind-95466670 Figure 5 Rawpixel.com. (Photographer). Direction Decision Chance [digital image]. Retrieved from https://www.shutterstock.com/image-photo/direction-decision-chance-opportunity-intersection-concept-261757220 Figure 6 Myper. (Photographer). Leonardo da Vinci [digital image]. Retrieved from https://www.shutterstock.com/image-photo/leonardo-da-vinci-one-greatest-mind-9178411 Figure 7 (Photographer). Charles Kettering [digital image]. Retrieved from http://www.365daysofmotoring.com/showonthisday/article/13413 Figure 8 (Photographer). Jeff Bezos [digital image]. Retrieved from https://img.washingtonpost.com/rf/image_1484w/2010-2019/WashingtonPost/2013/08/05/National-Enterprise/Images/151367140-2098.jpg Figure 9 Kurhan. (Photographer). Group of Industrial Workers [digital image]. Retrieved from https://www.shutterstock.com/image-photo/group-industrial-workers-business-team-isolated-108943724 Figure 10 Alphaspirit. (Photographer). Business Team Drawing a new Complex Project [digital image]. Retrieved from https://www.shutterstock.com/image-photo/business-team-drawing-new-complex-project-496380232
The End
39 Demand and Integrated Business Planning a strategic supply chain capability… • These documents are at a draft stage and are intended to illustrate concepts only… • The next step is to seek input from key stakeholders…

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Demand and Integrated Business Planning

  • 1.
    Demand and Integrated Business Planning Astory about a strategic supply chain capability (Jun 2016)
  • 2.
    2 Agenda: 1 hour Demandand Integrated Business Planning A story about a strategic supply chain capability…
  • 3.
    3 • better understandthe basic concepts behind Demand Planning (DP) and Integrated Business Planning (IBP) Objectives Figure 1 At the end of the presentation you should: • be able to endorse the need for the capabilities and review the proposed framework • better understand what you and your teams will need to do to support the capabilities
  • 4.
    4― Warren Buffett Americanbusiness magnate, investor and philanthropist “Someone's sitting in the shade today because someone planted a tree a long time ago.” Introduction Figure 2
  • 5.
    5 Where are wetoday? • Do we know whether our short term operational decisions are aligned with our long term strategy? • Are we continuously working together towards a single, shared plan? • Do we understand our cross functional (sales, marketing, supply, finance) objectives and priorities? • Do we understand the needs of our customers and are we able to clearly demonstrate our value? • Are we able to negotiate the best contract terms with our suppliers? No, not really…Figure 3
  • 6.
    6 Where we are… •We lack visibility into our customers and our supply chain requirements… • We aren’t able to adjust to changing conditions because we can’t analyse our options accurately and quickly… • We aren’t able to consistently identify areas for improvement… an organisation without demand planning (DP) and integrated business planning (IBP)… Figure 4
  • 7.
    7 • DP andIBP are best practice capabilities that help key stakeholders make better decisions. • The capabilities help key stakeholders identify areas for improvement and generate savings. • The capabilities ensure that key stakeholders continuously work together to develop a shared understanding of short and long term goals and priorities. Figure 5 Where we could be… an organisation with demand planning (DP) and integrated business planning (IBP)…
  • 8.
    8 Introduction What benefits canwe expect? "Those companies without a robust Integrated Business Planning process need to act now to close the gap in capabilities and management support in order to maintain their competiveness going forward.“ S&OP - A Critical Process for Superior Performance Brian Ball, Sep 2012, Aberdeen Group "Companies that have successfully implemented mature S&OP have seen significant improvements, such as a 2% to 5% increase in revenue, a 7% to 15% reduction in inventory." Toolkit: S&OP Maturity Self-Assessment for Supply Chain Leaders, Nicha Tohamy, Jan Kohler, Marko Pukkila, Debashis Tarafdar, Aug 2013, Gartner Group reduced inventory 18-46% reduced safety stock 11-45% increased revenue 10-15% increased on-time delivery 10-50% increased forecast accuracy 18-25% increased productivity 30-45% Source: QuintiQ. (2014, Oct 26). Closing the loop on S&OP Plans. Slide 8. Retrieved from https://www.slideshare.net/quintiq/closing-the-loop-on-sop-plans Source: Oliver Wight, Survey of 40 Clients
  • 9.
    9 Introduction How have thecapabilities evolved? Source: Oliver Wight. (2017). Transition from S&OP. Retrieved from http://www.oliverwightasiapacific.com/en-GB/integrated-business-planning/transition-from-sop
  • 10.
    10 Introduction How do DPand IBP help key stakeholders make better decisions? SystemsProcess People
  • 11.
    11 Introduction • Key externalstakeholders: Who works together to develop a shared understanding and generate savings? • Key internal stakeholders: Category Team Service Delivery Team Supply Team Finance Team Executive Team
  • 12.
    12 Introduction How do thecapabilities link to strategy? Source: QuintiQ. (2014, Oct 26). Closing the loop on S&OP Plans. Slide 6. Retrieved from https://www.slideshare.net/quintiq/closing-the-loop-on-sop-plans
  • 13.
    13 Introduction • The basicbuilding blocks are already in place and the concepts and benefits are transferable. We can implement DP and IBP: Source: The Institute of Business Planning and Forecasting • Over the past 30 years, many leading enterprises across a wide variety of industries have been able to successfully implement these capabilities. SystemsProcess People • We have the basic organisation structure, roles and data required to get started.
  • 14.
    14 ― Leonardo daVinci Italian polymath whose areas of interest included invention, painting, sculpting, architecture, science, music, mathematics, engineering, literature, anatomy, geology, astronomy, botany, writing, history and cartography “Learning is the only thing the mind never exhausts, never fears, and never regrets.” Key Concepts Figure 6
  • 15.
    Key Concepts What, Who,When, How 15 • A demand plan is a consensus projection of the materials and services that an organisation expects to provide to its customers. What is a demand plan? • The plan is developed in units and communicated in all terms required by stakeholders. • The plan includes projections for both current (baseline) and new materials and services and looks forward at least 18 months.
  • 16.
    Key Concepts What, Who,When, How 16 Who provides input to a demand plan? • A demand plan represents a commitment to the customer and is developed with input from those closest to the customer. Service Delivery & Category Teams • A demand plan is created on a rolling monthly basis. • Each month provides an opportunity to review performance (using forecast accuracy and forecast bias metrics) and assumptions. When is the demand plan created?
  • 17.
    17 How does theplan get integrated? Key Concepts What, Who, When, How Source: Oliver Wight International. Integrated Business Planning. Retrieved from https://supplychainblog.aimms.com/2014/04/an-introduction-to-integrated-business-planning-optimization/ Demand Planning Process Customer InputCategory Input Integrated Business Planning Process Source: Crum, C. with Palmatier, G. E. (2003). Demand Management Best Practices: Process, Principles and Collaboration. Integrated Management Series. Cover. J. Ross Publishing.
  • 18.
    18 Every organisation’s DPand IBP capabilities are unique… Key Concepts What, Who, When, How Source: QuintiQ. (2014, Oct 26). Closing the loop on S&OP Plans. Slide 7. Retrieved from https://www.slideshare.net/quintiq/closing-the-loop-on-sop-plans
  • 19.
    Key Concepts Capability MaturityStages 19 Phases II and III (13 to 24 Months) Specialised System Stage 3 Internally based consensus plan Stage 4 External partner collaboration Stage 5 Network collaboration • tight collaboration between internal functions • consensus-driven demand plan that considers operational risk • increased financial alignment • demand-planning segmentation frameworks • value-chain- based demand plan • integration with NPI process • demand-planning COE • outside-in view of demand • network-based demand plan • support new demand streams • joint, value-chain- focused metrics Excel based (Adhoc) Phase I (Next 12 Months) Baseline forecast generation Standardised, scalable processes Stage 1 Stage 2 • usage driven, bottom up forecast • short-term execution focus • inside-out view of demand • siloed functions • statistical forecast using historical data • formal demand- planning organisation • Emerging internal collaboration The demand planning capability will be introduced in stages. Source: Salley, A. & Tarafdar, D. (2015). Apply the Supply Chain Maturity Model for Better Demand Planning. Page 6. Retrieved from https://www.gartner.com/doc/3033826/apply-supply-chain-maturity-model
  • 20.
    Key Concepts Capability DecisionTools (Trend Analysis) 20 Demand Planning will work with key stakeholders to create forward forecasts that consider both future assumptions and past usage. Values Values Category Total Usage AUD$ (Past 12 Months using AVG Price) Total Forecast AUD$ (Next 12 Months using AVG Price) Total Usage Quantity (Past 12 Months) Total Forecast Quantity (Next 12 Months) % Difference Quantity ABC Matrix Rank Total Usage Quantity (Past 12 Months) Total Forecast Quantity (Next 12 Months) % Difference Cateogry 1 $10,629,413 $11,274,107 13,156,166 15,320,045 16.4% A (Top 60%) 12,796,917 14,977,783 17.0% Category 2 $3,640,189 $4,219,232 13,248 12,574 -5.1% B (Next 20%) 2,719,712 2,735,692 0.6% Category 3 $1,072,478 $1,182,029 977,099 1,084,377 11.0% C (Next 15%) 1,462,140 1,477,125 1.0% Category 4 $612,377 $678,335 442,728 415,111 -6.2% D (Final 5%) 269,250 254,303 -5.6% Category 5 $596,208 $579,370 2,555,408 2,500,699 -2.1% F 0 0 0.0% Category 6 $372,831 $405,217 67,671 79,358 17.3% Total 17,248,019 19,444,902 12.7% Category 7 $92,149 $96,822 35,425 32,714 -7.7% Category 8 $5,120 $5,238 22 23 3.9% Category 9 $6,129 $0 253 0 -100.0% Total $17,026,893 $18,440,351 17,248,019 19,444,902 12.7%
  • 21.
    Key Concepts Capability DecisionTools (Forecast Bias Detection) 21 • bias towards overestimating usage expectations Chronic Over Forecasting Chronic Under Forecasting Root Cause Impact • excess of inventory • shortage of working capital • bias towards underestimating usage expectations • shortage of inventory • low customer service levels • high out of stocks Demand Planning will work with key stakeholders to identify forecast bias and improve accuracy.
  • 22.
    Key Concepts Capability DecisionTools (Segmentation Strategies) 22 New Active End of Life Product Life CycleABC Classification A C B D Dimensions: 1. Quantity 2. AUD$ 3. Strategic or Other Priority Predictability Demand Planning will work with key stakeholders to identify priorities using various segmentation strategies.
  • 23.
    The following segmentation analysis can beused to better understand priorities for one region. Similar opportunities exist for other regions. Key Concepts Capability Decision Tools (Segmentation Strategies) 23 Why do we support so many D SKU’s? These items only contribute 5% towards revenue yet consume considerable resources and add complexity. Are our SKU’s in the correct MRP type inventory category and at the correct life cycle stage?
  • 24.
    Key Concepts Capability DecisionTools (Integrated Summary) 24 Demand Planning will work with key stakeholders to create dashboards to provide visibility of forward forecasts by region. As the capability matures, the dashboards will include projections for forward procurement and inventory and the planning horizon will extend. Values Values Material Count Category Total Usage AUD$ (Past 12 Months using AVG Price) Total Forecast AUD$ (Next 12 Months using AVG Price) Total Usage Quantity (Past 12 Months) Total Forecast Quantity (Next 12 Months) % Difference Quantity ABC Matrix Rank Total Usage Quantity (Past 12 Months) Total Forecast Quantity (Next 12 Months) % Difference Row Labels V1 (DC Stock) PD (Vendor Direct) ND (Vendor Direct) Total Category 1 $10,629,413 $11,274,107 13,156,166 15,320,045 16.4% A (Top 60%) 12,796,917 14,977,783 17.0% A (Top 60%) 253 216 14 483 Category 2 $3,640,189 $4,219,232 13,248 12,574 -5.1% B (Next 20%) 2,719,712 2,735,692 0.6% B (Next 20%) 253 462 29 744 Category 3 $1,072,478 $1,182,029 977,099 1,084,377 11.0% C (Next 15%) 1,462,140 1,477,125 1.0% C (Next 15%) 462 1,414 55 1,931 Category 4 $612,377 $678,335 442,728 415,111 -6.2% D (Final 5%) 269,250 254,303 -5.6% D (Final 5%) 801 3,824 497 5,122 Category 5 $596,208 $579,370 2,555,408 2,500,699 -2.1% F 0 0 0.0% F 104 1,130 205 1,439 Category 6 $372,831 $405,217 67,671 79,358 17.3% Total 17,248,019 19,444,902 12.7% Total 1,873 7,046 800 9,719 Category 7 $92,149 $96,822 35,425 32,714 -7.7% Category 8 $5,120 $5,238 22 23 3.9% Category (All) Category 9 $6,129 $0 253 0 -100.0% Total $17,026,893 $18,440,351 17,248,019 19,444,902 12.7% Material Count Potential Life Cycle State ABC Matrix Rank NEW (<6 mon) ACT EOL (0 in 6 mon) Total A (Top 60%) 2 446 38 486 B Next 20% 33 614 98 745 C (Next 15%) 134 1,385 414 1,933 D (Final 5%) 598 2,323 2,207 5,128 F 0 0 1,461 1,461 Total 767 4,768 4,218 9,753 Sum of Total Fiscal Year FAMMIS SOA Status Sum of Total Fiscal Year FAMMIS SOA Status Sum of Total Measure Fiscal Year 2016 YTD 2016 YTD Grand Total 2016 YTD 2016 YTD AUD$ AUD$ Qty Qty Cost Centre Name Cost Centre No SOA SOA Material Group Name Material Group No SOA SOA ABC Matrix Rank 2016 YTD 2015 2016 YTD 2015 Centre 1 710412 1,315,310 85,480 1,400,791 Centre 1 651525 1,432,530 77,444 A (Top 60%) 6,174,126 10,608,662 7,912,750 14,376,856 Centre 2 710353 1,025,020 118,581 1,143,601 Centre 2 651538 1,059,365 179,798 B (Next 20%) 2,346,613 3,271,152 1,730,407 3,053,896 Centre 3 630336 845,272 142,591 987,863 Centre 3 651020 739,438 78,942 C (Next 15%) 1,777,403 2,382,261 997,590 1,534,210 Centre 4 710404 546,687 52,076 598,763 Centre 4 651521 730,392 50,491 D (Final 5%) 597,461 767,902 178,746 294,789 Centre 5 630410 542,998 46,998 589,997 Centre 5 651524 621,823 106,826 Total 10,895,603 17,029,978 10,819,493 19,259,751 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% -200,000 0 200,000 400,000 600,000 800,000 1,000,000 1,200,000 1,400,000 1,600,000 Predicability(RSauarePast12Month) PRODUCT IMPORTANCE (Quantity Past 12 Month Usage) "A" "B" "C" y = -9457.6x+2E+06 R² = 0.2965 y = 38124x+36440 R² = 0.5669 0 500,000 1,000,000 1,500,000 2,000,000 2,500,000 3,000,000 Sumof Jul Sumof Aug Sumof Sep Sumof Oct Sumof Nov Sumof Dec Sumof Jan Sumof Feb Sumof Mar Sumof Apr Sumof May Sumof Jun Sumof Jul Sumof Aug Sumof Sep Sumof Oct Sumof Nov Sumof Dec Sumof Jan Sumof Feb Sumof Mar Sumof Apr Sumof May Sumof Jun Sumof Jul Sumof Aug Sumof Sep Sumof Oct Sumof Nov Sumof Dec Sumof Jan Sumof Feb Sumof Mar Sumof Apr Sumof May Sumof Jun 2014 2015 2016YTD Summary by Fiscal Month (QTY Jul-2013 to Feb-2016) Material Free Text 2017 Forecast 2017 Forecast Use the Pivot Tables to review regional usage by either quantity (QTY) or dollars (AUD$). The tables can be used to review data from the following perspectives: · Category View (use Category, Material Group, Material GroupName, OA TrackingNumber, Material , Primary Vendor or Primary Vendor Name bythe appropriate Measure and PO Type ) · Regional View (use Business Area, Cost Centre, Material, Supply Plant by the appropriate Measure and PO Type) · Supply View (use Primary Vendor, Primary VendorName, Supply Plant, ABC Matrix Rank by the appropriate Measure and PO Type) · Finance View (use Cost Element, Cost Centre, ABC Matrix Rank by the appropriate Measure and PO Type) Considerations: · The forecast summary tables utilise the concept of material average price (tocontrol for the impacts of price variance allowing a clearer comparison of past to future quantities). The usage summary tables utilise the AUD$ derived directly from FAMMIS KSB1 data. · In the future, the report will be expanded to include projections for forward procurement and forward inventory (as the demand planning capability is further developed). 18,902,531 19,259,751 10,819,493 4,528,237 6,479,430 10,288,075 0 5,000,000 10,000,000 15,000,000 20,000,000 25,000,000 30,000,000 2014 2015 2016YTD Summary by Fiscal Year (QTY Jul-2013 to Feb-2016) Material Free Text REGIONAL DEMAND PLANNING DASHBOARD (Concept Only) Forecast and Usage for Region B Data Source: FAMMIS KSB1 for WA (Goods Issues) and WE (PO Goods Receipts) document types and cost centres BA0000 to BA9999 Measure: QTY or AUD$ Period: Fiscal Year from Jul-2013 to Feb-2016 Data and Approach Require Validation by Stakeholders 17,301,802 17,949,590 10,273,823 917,324 645,670 202,949 527,581 571,161 286,719 5,943 3,000 74,054 59,196 32,813 29,170 27,501 19,672 48,661 504 4,528 0 10,000 20,000 30,000 40,000 50,000 60,000 70,000 80,000 0 2,000,000 4,000,000 6,000,000 8,000,000 10,000,000 12,000,000 14,000,000 16,000,000 18,000,000 20,000,000 2014 2015 2016YTD 2014 2015 2016YTD 2014 2015 2016YTD 2015 2014 71 63 39 10 78 Summary by Supply Type and Plant by Fiscal Year (QTY>1000, Material Only, Jul-2013 to Feb-2016) WA (Goods Issues) WE (PO Receipts) Use the table to validate the FAMMIS MRP Type against the 2 dimensional ABC ranking (QTY and AUD$). Review V1 materials with a D or F class (these materials add cost and complexity and should be reconsidered unless they fulfil a clinical or strategic need). Review PD and ND materials with an A or B class (to ensure sufficient customer service levels are maintained). Double click on a cell to R squared is an indicator of the degree of fit with the forecast model. 0% indicates that the model explains none of the variability (of the data around its mean). 100% indicates that the model explains all of the variability (of the data around its mean). A low value does not necessarily mean that a model is a poor fit. However, judgement is required. 1,364,869 1,259,858 1,379,8621,351,7981,333,869 1,537,787 1,200,203 1,391,248 y = 4074.1x+1E+06 R² = 0.0101 0 200,000 400,000 600,000 800,000 1,000,000 1,200,000 1,400,000 1,600,000 1,800,000 2,000,000 Sum of Jul Sum of Aug Sum of Sep Sum of Oct Sum of Nov Sum of Dec Sum of Jan Sum of Feb Sum of Mar Sum of Apr Sum of May Sum of Jun Summary by Fiscal Month (Material Only) (QTY Jul-2013 to Feb-2016) 2014 2015 2016 2017 Forecast TOP COST CENTRES (AUD$ 2016 YTD Demand Type = Material) TOP MATERIAL GROUPS (AUD$ 2016 YTD Demand Type = Material) FOUR QUADRANT MODEL (for differentially managing the demand forecast, classification period: Jul-2014 to Feb-2016) Quadrant 3 Low Importance and HighPredictability Quadrant 1 HighImportance and High Predictability Quadrant 4 Low Importance and Low Predictability Quadrant 2 HighImportance and Low Predictability 3 1 4 2 ABC CLASSIFICATION and PRODUCT LIFE CYCLE ANALYSIS (for differentially managing the demand forecast, classification period: Jul-2014 to Feb-2016) FORWARD FORECAST SUMMARIES (QTY and AUD$, past 12 months and next 12 months, using Excel linear trend algorithm and 2016YTD material average price) Use the table to review the product life cycle stage against the 2 dimensional ABC ranking (QTY and AUD$). Review NEW and ACT materials with a D class (these materials add cost and complexity and should be reconsidered unless they fulfil a clinical or strategic need). Review EOL materials and consider phase out and replacement options. Double click on a cell to get a detail list to review. 9,899,006 996,598 0 2,000,000 4,000,000 6,000,000 8,000,000 10,000,000 12,000,000 No SOA SOA 2016YTD SOA Status Summary (AUD$ 2016YTD Material and Free Text) Material 329 157 359 386 504 1,429 0 500 1,000 1,500 2,000 2,500 continuous intermittent Demand Signal Type (Material Only) (Count) A B C USAGE SUMMARIES
  • 25.
    Key Concepts Process andPeople 25 Demand Planning will work with key stakeholders to develop a calendar to support requirements.
  • 26.
    Key Concepts Systems 26 Demand Planning willwork with key stakeholders to identify specific system requirements. Visionaries LeadersChallengers Niche Players Source: Payne, T. (2015, April 29). Magic Quadrant for Sales and Operations Planning Systems of Differentiation. Page 2. Retrieved from https://www.gartner.com/doc/reprints?id=1-2EC75A5&ct=150501&st=sb
  • 27.
    Key Concepts Systems 27 DP andIBP systems will need to integrate with other key systems (including both ERP and data warehouse systems.)
  • 28.
    28 ― Charles Kettering Founderof Delco, American inventor, engineer, businessman “High achievement always takes place in the framework of high expectation.” Project Framework Figure 7
  • 29.
    Framework Considerations 29 • The projectframework has been endorsed by two specialised Gartner analysts and a leadership partner. • The project goal statements align with demand management best practices: Oliver Wight, Institute of Business Forecasting and Planning, Gartner • The project will be using a phased approach both to minimise risk and to provide an opportunity for progress review and approval at each phase. • The project will be using a task based approach to ensure all project goal and scope statements are considered and delivered at the appropriate time.
  • 30.
    Framework Considerations 30 The 34 pageproject framework document outlines the project approach and considers the following aspects in detail: • Project Definition • Project Scope • Project Plan • Key Participants • Project Constraints and Risk Assessment • Project Principles and Communication
  • 31.
    31 ― Jeff Bezos anAmerican engineer, technology and retail entrepreneur, investor and philanthropist best known as the founder, chairman, and chief executive officer of Amazon “If you don’t understand the details of your business you are going to fail.” Framework Detail Figure 8
  • 32.
    32 Supporting documents havebeen removed to protect confidentiality. Framework Detail The Opportunity The capabilities will address critical gaps. The capabilities will deliver defined benefits. The capabilities will be delivered using a task based and phased approach. A communication plan has been developed to engage key stakeholders. The capabilities will meet defined process, system and people objectives. Project roles have been clearly defined. Project team members have been selected from critical, cross functional business areas. Risks have been identified and will be managed.
  • 33.
    33 Where would welike to be? The capabilities would enable us to: • make better decisions, • work together towards common goals, • generate savings. Do we agree with the proposed benefits and the need for the capabilities? Organisations with Demand Planning and Integrated Business Planning Figure 9
  • 34.
    34 Conclusion What comes next? •Do we agree with the proposed, phased approach? • Do we have your support to continue with Phase I? • Do we have your support to progress to Phase II? Figure 10
  • 35.
    Othersupplychainstories… Aligned Supply ChainMetrics Twomey, Elaine. (2017, Mar). Retrieved from https://www.slideshare.net/ElaineTwomey1/aligned-supply-chain-metrics Aligned New Product Development (NPD) Approval Process Twomey, Elaine. (2017, Feb). Retrieved from https://www.slideshare.net/ElaineTwomey1/aligned-new-product-development-npd-approval-process
  • 36.
    Othersupplychainstories… Demand and IntegratedBusiness Planning Twomey, Elaine. (2016, Jun). Retrieved from https://www.slideshare.net/ElaineTwomey1/demand-and-integrated-business-planning Supply Chain Experience Twomey, Elaine. (2017). Retrieved from https://www.slideshare.net/ElaineTwomey1/supply-chain-experience Process Improvement and Project Management Portfolio Twomey, Elaine. (2017). Retrieved from https://www.slideshare.net/ElaineTwomey1/process-improvement-and-project-management-portfolio
  • 37.
    37 References Sources Figures (copy linksto browser to view sources): Cover Ozerina, Anna. (Illustrator). Elegant Background [digital image]. Retrieved from https://www.shutterstock.com/image-vector/elegant-background-place-text-invitation-69112300 Figure 1 Kovop58. (Photographer). Hiker with Backpack [digital image]. Retrieved from https://www.shutterstock.com/image-photo/young-tourist-hiker-backpack-siting-on-559594144 Figure 2 Isett, Stuart. (Photographer). Warren Buffet [digital image]. Retrieved from http://images.huffingtonpost.com/2015-12-02-1449084331-7797041-warren_buffet_spotlight.jpg Figure 3 Cracho, Sfio. (Photographer). Businessman Flying [digital image]. Retrieved from https://www.shutterstock.com/image-photo/businessman-flying-rocket-backpack-trough-business-181968668 Figure 4 Rido. (Photographer). Business team hiding their faces [digital image]. Retrieved from https://www.shutterstock.com/image-photo/business- team-hiding-their-faces-behind-95466670 Figure 5 Rawpixel.com. (Photographer). Direction Decision Chance [digital image]. Retrieved from https://www.shutterstock.com/image-photo/direction-decision-chance-opportunity-intersection-concept-261757220 Figure 6 Myper. (Photographer). Leonardo da Vinci [digital image]. Retrieved from https://www.shutterstock.com/image-photo/leonardo-da-vinci-one-greatest-mind-9178411 Figure 7 (Photographer). Charles Kettering [digital image]. Retrieved from http://www.365daysofmotoring.com/showonthisday/article/13413 Figure 8 (Photographer). Jeff Bezos [digital image]. Retrieved from https://img.washingtonpost.com/rf/image_1484w/2010-2019/WashingtonPost/2013/08/05/National-Enterprise/Images/151367140-2098.jpg Figure 9 Kurhan. (Photographer). Group of Industrial Workers [digital image]. Retrieved from https://www.shutterstock.com/image-photo/group-industrial-workers-business-team-isolated-108943724 Figure 10 Alphaspirit. (Photographer). Business Team Drawing a new Complex Project [digital image]. Retrieved from https://www.shutterstock.com/image-photo/business-team-drawing-new-complex-project-496380232
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  • 39.
    39 Demand and IntegratedBusiness Planning a strategic supply chain capability… • These documents are at a draft stage and are intended to illustrate concepts only… • The next step is to seek input from key stakeholders…