KEYNOTES & EXECUTIVES ON STAGE

The Three Deadly Myths of S&OP

1. Aim for Consensus
This is an impossible and destructive goal. Learn how to improve the effectiveness of enterprise participation by recalibrating expectations, and aiming instead for constructive disagreement and collaboration.

2. Aim for Accuracy 
Forecasts are always wrong. So why do we create corporate and operational plans based on the false assumption that we can ever make them right? Learn instead how to effectively use forecasts, and what additional metrics matter more.

3. S&OP will fix my forcast/inventory/OEE/etc. issue 
It won’t. That’s not what it’s for. Find out what it CAN do for you, and why all those basic blocking and tackling functions become easier when you’re doing it well.

How external data drives value

• Where are markets going? Nobody seems to know the answer.
• Extrapolating recent sales is common but doesn’t help. In many cases it is even outright dangerous.
• How can external data help? What type of data is useful? At which level of detail?
• How can we structurally capture it? How to link it to S&OP and S&OP tooling?
• How to use it in better balancing demand and supply? How to link it to the S&OP process?

Learnings from an End-to-End Supply Chain Planning digital transformation journey

Technology is not enough to transform a complex discipline like supply chain planning. A new paradigm of processes, operating model and capabilities is required too. It is essentially a change management journey which takes time and effort but whose benefits are undoubtful and significant in a world that is spinning faster and faster. The ability to learn and course-correct is a key element for a successful implementation.