What is Supply Chain Planning? An introduction to Supply Chain Planning Diagnostic service.

GRA Part of Accenture
GRA Part of Accenture
319 بار بازدید - 15 ساعت پیش - Adam Kidd talks with Dan
Adam Kidd talks with Dan Knox about Supply Chain Planning Diagnostics What is a Supply Chain Planning Diagnostic? How do you conduct one? What areas are the focus in a typical Supply Chain Planning Diagnostic? Why do our clients need a Supply Chain Planning Diagnostic? What kind of results can clients expect? 00:10 Dan Knox: Can you just tell me what is the supply chain planning diagnostic? 00:20 Adam Kidd: Supply chain planning diagnostic is both a qualitative & quantitative assessment of your supply chain planning processes, looking at your key inputs, activities & outputs. 00:32 DK: How do you approach conducting a diagnostic? 00:35 AK: We look at both the governing structures around the planning process as well as intricacies within the process itself. The governing structures are things like the organizational structure, your KPIs & your policies that are driving your behaviors, & the detail level is really looking at the intricacies within the planning processes, but it's also important we look at that from an end-to-end perspective to make sure we understand the handoff points across the planning process. 00:54 DK: How do you go about conducting this analysis? 00:56 AK: There’s many ways you conduct that, from a light touch health check, to a more detailed capability assessment, to a more data driven modeling exercise. What I've personally found, one approach that works really well is a combination of a bit of both. You might start with a qualitative assessment of the business & then test or back up your hypotheses with a modeling exercise. This can really help drive benefits, identify opportunities & get the change movement starting in the business. 01:31 AK: One approach we often employ or take is the people, processes, systems & data approach. In each of those areas, we'd assess it in terms of the ecosystem & the key inputs, activities within that area. Take the people area, & we'll look at things like your KPIs. How are the KPIs driving behavior? The organizational structure how has that been formed, where are the handoff points? What is the process ownership? 02:00 AK: In the process area, an approach we use is a broken links methodology. We look for disconnects across the planning process. From an end to end perspective of the ecosystem a good example of where we might find a broken link is a within forecast. The sales team might be forecasting at channel level by product, family, by month, but that's not translating into a weekly SKU location-based forecast & therefore the business is not driving to the same outcomes. 02:29 AK: Similarly, parts of the business may forecast in dollars. However, when it comes to the supply planning process, they may plan a different unit of measure, like units, or tons, or liters. It's important that those links are understood & translated correctly. 02:39 AK: When we're looking into systems, one area we look into is latent capability. Is there capability there that the business is not utilizing? We also want to look at how the systems are interfacing to each other. Is there any disconnects there? It's also important to understand what signals have been sent from the system in terms of messages to the planning team, are they exception-based? Are they telling them to look in the right areas? Are they flagging alerts & concerns? This is often an area that's overlooked. In terms of data, this is really about data integrity & the data that's used to drive the bottom up planning process. Where this is poor, this can translate not only to poor planning outcomes, but poor reporting to senior management. 03:21 DK: Once you've completed your diagnostic what do you deliver back to your clients? AK: We bring it together & build a practical roadmap for supply chain improvement. That may be initiatives that are both immediate & longer term. The idea is that this is a standalone piece of work that can be used to enhance your supply chain planning process. In order to build a business case, we will cost these opportunities to inform the ROI process so the business can pursue these, as individual opportunities or as a roadmap of a larger transformation project. 03:52 DK: Why do clients engage in a supply chain diagnostic? 03:55 AK: Our clients come to us for many reasons. One of them may be they're having persistent failures in one area. For example, service level outcomes or exit stock, & they want to get to the bottom of it or the root cause. Another area may be a change in management or a merger of a business & they will wish to look for opportunities to consolidate or improve or align their business. We've also had clients come to us where they've had ambitious targets set & they would like some guidance for how to achieve those targets. Lasty some clients just want to keep improving. They might already be good, but they just want to get better & that's where we can help them out.
15 ساعت پیش در تاریخ 1403/07/16 منتشر شده است.
319 بـار بازدید شده
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