Demand Planning 2

Structuring Your Demand Planning Group to Make its Greatest Contribution

By Jeff Ziegler

Editor’s note: This is the second in a four-part series on creating a demand planning organization. Read Part 1 and Part 3.

Whether you are contemplating creating a demand planning group within your company, or questioning whether your current demand planning is as functional as possible, Part 2 of this four-part series is aimed to help you navigate the hurdles of structuring your organization and its supported processes, so as to ensure your demand planning group is established and organized for its greatest chance of success.

What your demand planning organization does is key to where it sits and how it needs to be structured. What follows is a high-level look at the processes that a robust demand planning function supports. As discussed in Part 1, the level of sophistication of the demand planning function will depend on the value a quality demand plan brings to the company.

Demand Planning 1

Should My Organization Have a Demand Planning Group?

By Jeff Ziegler

Editor’s note: This is the first in a four-part series on creating a demand planning organization. Read Part 2 and Part 3.

As supply chains get more complex in response to omnichannel pressures, most companies are realizing the ever-increasing importance of having one quality view of demand across functions. The demand plan drives the supply chain in many companies, so your demand planning organization not only needs to be expert at using the latest forecasting tools, they’ll need to be able to collaborate with many parts of your company to bring key business intelligence insights needed into the demand plan. Having a group that is well organized and well positioned will increase the accuracy of the demand plan, as well as build trust that your company can successfully run with that plan.

 NATIONALISM

Navigating the new normal with nationalism on the rise: what does it mean for CPO planning?

By Peter Cook

The chief procurement officer (CPO) role is changing from a back-office cost-out role to a source of profit improvement and a voice in company strategy, with those leading the way gaining first mover advantage. For organizations where the CPO does not already have a seat at the top company table, the domestic versus global debate may be the catalyst to put them there.

Irrespective of the economic realities, it seems that with the election of America’s 45thpresident and the populist votes in Europe – such as the vote in the U.K. for Brexit – nationalism is on the rise. Numerous commentators have suggested that soon, chief executives will have to demonstrate not only competitive increases in shareholder value but also how they have practiced “economic patriotism” – how they ran a profitable business while also serving national interests.

Supply Chain Complexity

Managing an Increasingly Complex Supply Chain

By Dave Kipe

More than ever, companies today face massive and increasingly complex challenges in effectively managing their global supply chains. As the world evolves, businesses must re-think and reinvent the way they conduct operations globally, while optimizing supply chain performance and managing risk. 

Complexity in the supply chain is not only expensive; it can have catastrophic operational and financial consequences on your company. It reduces agility, counters economies of scale, weakens profitability, lengthens lead times and inhibits growth.

Although many reasons exist why supply chains are more complex (and volatile) than ever; these are my top three:

  1. Customer Expectations
  2. Data Overload
  3. Globalization

 THE SCO MIND 01

Experience navigating the complex web of stakeholders has chief supply chain officers well positioned to move into CEO roles.

By Peter L. O’Brien

The role of the chief supply chain officer, or CSCO, seems to grow in complexity and strategic relevance over the years. Two decades ago, we could barely conceive of one individual overseeing the entire end-to-end supply chain. A study in 2004 showed that only 8 percent of Fortune 200 companies had a CSCO. Today, the percentage of organizations having someone responsible for overseeing a combination of end-to-end supply-chain functions has increased to 68 percent. Several prominent companies have even considered tapping leaders with specific global supply chain experience for the CEO role. These developments compelled Russell Reynolds Associates to look more closely at what traits make CSCOs different from other executives, what traits enable or hinder CSCOs looking to step into a CEO role and how the CSCO role is evolving more generally.

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