End-to-End Supply Chain Leadership & Transformation

There is a big difference between knowing that you have a capacity problem coming and discovering it when the production schedule is already on fire. I've always believed that good supply planning should give a business time to make decisions. Not simply tell you what has already gone wrong. One example from my consultancy work involved developing a connected planning process that brought together: 52-week Rough-Cut Capacity Planning 26-week Master Production Scheduling Detai

Safety stock is often treated as a number in an ERP system. A minimum quantity. A parameter. Something that gets reviewed occasionally when inventory is either too high or a material runs out. But safety stock has a much more important role than that. Used properly, it should provide a deliberate buffer against the uncertainty between ordering something and receiving it. And that means safety stock shouldn't really be considered in isolation. It needs to work as part of the w

S&OP is often described as a monthly meeting where Sales, Operations, Supply Chain and Finance get together to review the numbers. That description isn't wrong, It just misses the point. A useful S&OP process should help a business answer a much more important question: What do we believe the business needs to achieve, can the supply chain actually deliver it, and what decisions do we need to make? That requires more than a meeting, It requires a process. Start with the deman