Predictive analytics looks at the patterns of the past and predicts the likelihood of an event in the future. In addition, pattern recognition can be used with the use of AI techniques and topology to find relationship between different variables and how one can cause the other.
S&OP plans are quite attractive and look great with all kinds of fancy colorful charts. However, being at such a high level, their accuracy is far from reliable. Secondly, they need to be translated to execution plans.
When you get in the car, execution begins combined with some short term planning that includes taking some short cuts and stopping for gas and coffee. At a much lower and detailed level of execution, your shock absorbers are taking all the bumps in the road in order to ensure a comfortable ride—this is completely reactive and no planning is done at this level.
One way to define intelligence is the ability to predict the outcome of different circumstances and/or construct a scenario to get the desired outcome. If all the situations are pre-defined and outcomes are pre-established then this would require less or no intelligence.
The word “intelligent” is used commonly to indicate how well a software package was designed to respond to different conditions. The more conditions it is programmed to handle, then the more, so is claimed, intelligent is the software package.
If the next 10 years bears even the same kind of growth and innovation that we have experienced in the past decade, then we are going to be witnessing an incredible era in transformation of supply chains and how the age of real-time connectivity will create virtually instant delivery of what we desire.
1st generation SCP systems were factory planning systems or APS, introduced in mid-80’s followed by supply chain planning as the next generation. More recently the 3rd generation introduced sales and operations in an integrated environment which was later improved to the 4th generation by adding financials into the equation forming the 4th generation of SCP
Lean is all about having the right level of inventory to meet customer demand in a timely manner. MEIO enables you to evaluate the trade-offs between service and cost of inventory, understand the drivers of inventory related costs, understand impact of uncertainty in supply chain and finally move to lean manufacturing to reduce/eliminate bullwhip effect.
This short paper describes why it matters for companies to be fast and adaptable to the changes in their environment. It is the only way to grow!
In this short and concise executive ePaper we explain how you can use Attribute-Based Planning to differentiate your products to customers, lower inventories, and reduce the costs in your supply chain.
Aberdeen is continuing its research on the S&OP process and in May 2008 over 300 respondents took part in the survey dedicated to the topic. The focus of this report is to highlight some key areas where companies can improve their S&OP process and evolve into an Integrated Business Planning (IBP) process.
In this whitepaper, we take Demand Planning much further than its traditional role of just forecasting and discuss how, with the right process and technology in place, it can directly impact increases in revenue, decreases in costs, and reductions in working capital. Learn how your supply chain can become more Profit-Driven and efficient though a whole new approach to Demand Management.
The need to differentiate products and give your customers a unique offering is driving more and more companies to managing products with attributes. Any company that does not move down this path is giving away hidden value in their products for free, or is not putting forth the kind of customer experience that they are capable of providing.
Stock markets are probably the most efficient example of how our economy works and adapts itself in “real-time.” The pricing is real-time, the decisions are super-fast, volumes are high, the risks are huge and the returns can be enormous! Does this sound like your supply chain?
Are you a Fabless enterprise? Do you have a virtual but highly complex supply chain? Do you feel wedged between big customers and faraway suppliers? If that is the case, how well are your supply chain planning systems working for you? In this paper we discuss the shortcomings of current Fabless planning systems, and how you can overcome them.
Just like Cholesterol, we have “good” inventory and “bad” inventory. The good one is the one indicated by a high number of turns which is indicative of agility and fitness that increase your good cholesterol. The bad one is the one that sits and clogs up your supply chain arteries.
Healthcare industry’s current focus in supply chain management is primarily focused on tracking, monitoring and visibility of the supplies and assets as well as transactions such as billing, payment and managing inventory (not “planning” inventory).
Stock exchanges are good examples of an efficient market place where information and the means to act on information can make the difference between haves and have-nots. With the creation of internet and widespread availability of information, there is a possibility of creating very efficient market places where everyone can have instant access to the right information. The difference would be who can use the information faster and better and who has the means of deploying the right decision. It can be safely assumed that the financial institutions have a clear advantage in the latter. We are also at a point where companies have all the relevant information regarding their supply chain, time to market, competition, suppliers, demand changes etc. The main challenge for them is how to use this information so that very quickly they can make the right decisions to make the company as profitable as possible. This paper discusses the most advanced tools that are available for such decision making opportunities.
In this paper we discuss the advantage of supply chain planning systems and their value in conjunction with processes and people. Systems can save time, money, and more importantly increase the speed of doing business. Given the amount of information that is available to companies, having the right tools is critical to their competitiveness and efficiency of operations.
Computers have changed by a factor of over 25 orders of magnitude in size and speed since 50 years ago. Have businesses changed by even 2 orders of magnitude? The technology is here today, the question is how fast you can be to respond to changes in the market place in product development, in manufacturing and in bringing products to market as well as serving your customers. IN this paper, we discuss the underlying changes that companies are going through in order to be the fastest in their supply chain.
Various industry trends are impacting the importance of order fulfillment for enterprises. They include protecting margins, shortened product lifecycles, outsourcing and increased capacity utilization. Enterprises that have the ability to provide real-time accurate order-commit dates to product availability requests from customers can increase their top-line revenue / profits and decrease their inventory / operating costs. Unlike other ATP offerings, Adexa’s Precision ATP solution provides enterprises the ability to utilize user defined business rules to manage the intelligence behind allocating supply and demand while considering costs. Adexa’s Precision ATP provides high incremental value to the ERP systems. This white paper talks about the capabilities of the Adexa Precision ATP solutions and the benefits it can provide for your enterprise.
Ideally, companies would require their suppliers to provide materials “just in time” or even in “just in sequence” to eliminate their material inventories. No inventories, no carrying costs. In the real world, of course, it’s not possible. Material inventories are a safety stock against unforeseen circumstances that can cause demand spikes, operational disruptions and supply chain disruptions. Safety stocks are a necessary evil, an insurance policy that adds to your costs and may or may not provide any returns. So it’s a balancing act…a walk along the fine line between rapidly meeting demand and profitably meeting demand. Where you draw the line will impact the profitability of the business, and today, in our more accountable economic times, you might want to base your decision on scientific evidence, rather than a gut-feeling or the input of a few trusted colleagues.
Accurate and rapid order fulfillment is a key factor in today’s business environment. Lack of it can cost customers, permanently. With the recent explosion in online commerce, order cycle times have been slashed by eliminating communication barriers between trading partners. But that’s just the tip of the iceberg of possible time and cost savings that the Internet adds to the equation. All participants in the order management and fulfillment process can benefit, and so does the customer. The fulfillment cycle can be instantly triggered by the demand cycle. Immediate, accurate delivery dates and alternatives can be dynamically generated, along with the most profitable supply chain and operations plans.
It is no longer enough to have stand-alone applications for supply chain management, supply chain planning, and supply chain event management. These applications are too critical to a company’s survival to operate in a vacuum. Yet many companies have invested in a best-of-breed approach, or have legacy applications in place that don’t include the latest functionality or technology. Even more important, most of these applications focus on where the company has been, because they rely on historical data, and tell the user little or nothing about the current situation. And they are rarely capable of presenting a plan for moving forward.
Half of the company adopting internet-based tools to manage their supply chains are achieving their initial cost-reduction goals. However, according to a survey reported in a recent Financial Times article, only 30% of those companies are satisfied with the overall results. Contrarily, Aberdeen research finds that most pilot projects are successful. Such factors suggest that deployment to the full enterprise is what triggers the cultural and usability issues that inhibit the adoption process.
Supply Chain Operational Excellence is a management strategy that helps manufacturers optimize their performance in those areas that really matter, achieve preferred supplier status, and survive in extremely competitive markets. Implementing such programs is challenging but possible when companies use appropriate software solutions. The paper describes the basic tenets of Supply Chain Operational excellence, establishes a model for selections supporting software and demonstrates how ADEXA’s Enterprise GPS meets these challenging issues.
Although the economic recovery is well underway, a pragmatic approach needs to be taken when analyzing supply chain solutions. Proof of implementation scenarios need to document the time they’ll take to achieve objectives, the return on investment period and their overall impact on manufacturing assets. A new study by Industry Directions says Adexa solutions are perfectly suited for today’s pragmatic times.
In past years, companies made significant strides in improving the performance of their internal supply chains. Today, the challenge is to make contract manufacturers and suppliers as efficient and accountable as enterprise stakeholders. This white paper, “Beyond the Enterprise,” details with maximizing return-on-assets in the global, extended enterprise.
To be viable, supply chain management software must offer seamless integration of information across business systems — both yours and your trading partners’. Supply Chain Integrator (SCI), a key component of Adexa’s iCollaboration suite, provides all the tools you need to optimize data exchange over the Internet. From secure access to target data in your legacy systems, to on-demand, real-time transaction processing for an electronic trading exchange, Adexa’s Supply Chain Integrator captures and controls the data you use for your extended supply chain. As a result, your live, online data lives up to the three R’s of effective e-business: reputable, reliable and relevant.
Firms typically estimate short- and long-term future demand based on historical demand patterns, causal factors, sales pipelines, marketing plans (including promotions, new product introductions, and price changes) and other intra- and extra-enterprise knowledge. Unfortunately, traditional demand planning is too often conducted in isolation using static or incomplete data, and without sufficient input from key stakeholders. To strengthen the accuracy of forecasting, collaborative demand planning emphasizes multiple organizations working together in a live online environment to anticipate and share all aspects of market demand with a view toward increasing customer service, revenues, and market share capture.
Most of the world’s top 25 semiconductor manufacturers use Adexa applications. Adexa has customers that represent every segment of the semiconductor industry from wafer ingot manufacturers to fabless semiconductor companies. At this time Adexa has greater than 125 live deployments of our applications at Semiconductor companies. Semiconductors represent one of the most difficult environments for planning and scheduling. Characterized by long lead-times, interplant dependency, high occurrence of breakdowns and scraps, and notably expensive equipment, wafer fabrication lines and backend manufacturing present a very challenging job-shop environment for planning and scheduling. In addition, the industry faces highly fluctuating demand changes, variable mix of enditems, and vigorous competition internationally.
In this ePaper, we first explore how the use of product attributes can simplify your planning environment. Then we review the major differentiating requirements for the top Semi-planning processes, including Demand, Inventory, Operations, Supply, and Available-to-Promise planning stage
An analysis of an industry in transition and a methodology to ride the Build-to-Order wave.
Fabless semiconductor companies can achieve higher revenues, lower inventory, and lower operating costs by putting in place best-in-class supply chain planning processes and technologies. This in turn has a direct impact on the financial performance of the company in terms of profitability, margins and return on assets. The unique requirements of the fabless industry results from the need to coordinate across many outsourced manufacturing companies. The common characteristics that cut across all of these processes are the combination of planning intelligence, collaboration, and analytics that will allow fabless companies to achieve world-class status.
In this short and concise executive ePaper we explain how you can use Attribute-Based Planning to differentiate your products to customers, lower inventories, and reduce the costs in your supply chai
Planning and Execution for the Real-time Enterprise. The white paper describes how Adexa Factory Planning and scheduling works with the Camstar MES solution to enable an Adaptive real time planning environment. The solution enables factories to be more reactive to changes on the shop floor resulting in increased customer service and higher productivity in the factory.
If you’re in the automotive or vehicle manufacturing business, you know the rules keep changing. It’s no longer enough to build a quality product and sell it for a fair price. Today, the information you supply is just as important as the product you deliver.
Automotive leaders are aggressively embracing the collaborative commerce model to satisfy customers and keep pace with competitors. But most executives resist solutions that force them to abandon existing investments in infrastructure and technology. The good news is you don’t have to. Adexa delivers a proven road map for successful collaborative commerce that builds on the as-is foundation of your business. This phased approach strengthens your daily brick-and-mortar operations, allows you to focus on core competencies, and prepares you to participate profitably in multiple industry exchanges.
The new best practice for shrinking time-to-market is to apply the proven benefits of constraint-based factory planning to the massively complex development environments of vehicle design and engineering. The solution is available now. In fact, it’s being deployed by the world’s largest vehicle OEM. It’s helping them eliminate bottlenecks by ensuring that their best people are consistently working on their most important projects.
Successful electronics manufacturers design their supply chains around key stakeholders-specifically, customers, suppliers and partners. To boost its supply chain responsiveness, a leading electronics components supplier, “Company E,” is deploying Adexa’s iCollaboration planning tools across its global network of production, distribution and subcontractor facilities. By partnering with Adexa, Company E has the optimization, collaboration and business process automation tools it needs to shrink costs, respond to market opportunities and increase its speed of doing business.
Constant innovation and changing market forces have transformed the electronics industry into the most competitive business in the world economy. No other industry is challenged by a combination of mass customization, rapidly shrinking product life cycles, rapid inventory depreciation, supply and demand misalignment, complex multi-sourced supply chains, and rising expectations of retailers and consumers. With relentless pressure to create shareholder value and strengthen market share, electronics companies have increasingly turned to supply chain management to provide the improved speed, flexibility and superior customer service necessary to remain competitive.
An analysis of an industry in transition and a methodology to ride the Build-to-Order wave.
As the textile industry’s partner of choice for supply chain management and e-business, Adexa delivers linchpin technology for collaborative commerce both within and beyond the four walls of the enterprise. Using the iCollaboration suite, Adexa’s comprehensive toolset for profit optimization, B2B collaboration and business process automation, textile companies such as Milliken & Co., Quaker Fabrics, Malden Mills Industries and Teijin Limited are setting new standards for speed, responsiveness and service.
For makers of food, beverage and consumer packaged goods (CPG), “optimized supply network management” (o-SNM) can decrease total system cost, inventory and cycle times while significantly increasing stock availability and inventory turns. Taken together, these results translate into greater profits, improved customer service and that ever-elusive competitive advantage. But it takes the right vision, the right strategy and the right software tools for theory to become reality. Adexa’s o-SNM solution suite is built on the successful implementations and business solutions partnerships Adexa has developed with industry innovators such as Unilever, Johnson & Johnson and Firmenich. Available now, this solution enables companies to achieve supply chain excellence and overcome the myriad challenges facing today’s ultra-competitive food, beverage and CPG industry segments.