Planning Central

Editor's Notes

• #5: The pace of business is speeding up every day. Businesses need the agility to adjust to sudden peaks in demand or changes in operating conditions. From product design to delivery, you’ve always needed a well-functioning supply chain to survive. But today, you need more than that. It’s a supply chain vs. supply chain world, one where you can’t afford to let your supply chain hold you back from outpacing the competition or staying ahead of what your customers demand. It’s no longer enough to have a well functioning logistics organization, supply chain, or product design process. To achieve real agility and enable innovation, you need all these things working together. We call this an “integrated supply chain” and we believe this should be the goal of all product-focused companies.
• #6: That all sounds great…but getting there isn’t so easy. We all know how risky it can be to make the changes needed to achieve that kind of agility. The numbers bear that out. On average, only 40% of projects meet schedule, budget and quality goals (IBM http://www-935.ibm.com/services/us/gbs/bus/pdf/gbe03100-usen-03-making-change-work.pdf). We’re not talking about minor overruns--On average, large IT projects run 45% over budget and 7% over time. Even worse, they deliver 56% less value than predicted (McKinsey http://www.mckinsey.com/business-functions/business-technology/our-insights/delivering-large-scale-it-projects-on-time-on-budget-and-on-value),
• #7: You can’t afford to ignore the competitive advantage offered by an integrated, agile supply chain. But you also can’t afford the cost and risks of most supply chain improvements. So how do you get one without the other? Is there a way to get the competitive advantage you need without the risks that you don’t?
• #8: That’s what we do at Inspirage. From ideation to execution, we strive to make supply chains the ultimate competitive advantage and help our customers integrate information, accelerate innovation, and deliver operational excellence. And because supply chain is the one thing that we do—it’s our sole focus, where we devote all our energy, our people, our work, and our IP—we do that one thing really, really, really well.
• #9: We believe the biggest value won’t come from thinking of the supply chain as a series of divided steps or elements. Rather, the greatest value comes when a business can move towards a truly integrated supply chain, capable of agility no matter the circumstance, and always able to deliver the right product, for the right market, and the right time. Today Simon and Mark are going to share with you two perspectives on how to start on the journey of building that Integrated Supply Chain.
• #15: Reduced Cost & Complexity Process - Evolution of business processes, consistent cloud platform Accelerate Adoption - Quick to start, Reconfigurable processes Business Agility - Scalability and extensibility on demand, automated upgrades When we think about user experience, most people associate it with visual impact, how it looks. But there are many more facets to user experience - how information is organized, if it is intuitive, and if it is able to guide planners to analyze and solve supply chain problems.
• #24: One of the strengths of our cloud suite is the integrated, end to end orchestrated processes that can be planned, promised, and executed to customer order. If you recall an earlier slide which indicated how new business practices have evolved and have now become standard requiring us to reset the bar on supply chain applications. These process such as contract manufacturing, configure to order, distributed order management, multi-channel commerce are inherently included in Oracle supply chain management and solve many of the pain points of yester systems. -We can plan for and promise drop ships in the SCM cloud Procurement natively understands when it is buying a configuration. Internal Material Transfer process has a single document in place of internal reqs/internal orders configured BOM and Routing are now generated dynamically -Back to back orders have automatic change management – so that if a customer cancels an order pushes it out before the supplier has shipped, we automatically push out the purchase order.