Supply Chain Planning
Vision. Strategy. Roadmap
- What should the correct inventory replenishment model be for our business?
- How should we approach our suppliers to be more collaborative and work closer with us to improve our asset utilization and improve service?
- How do we improve our in-stock position and service level but ensure we have the right mix of finished goods in minimizing risks of obsolescence?
- How do we move our business to a more demand driven pull planning process that drives the upstream supply chain and what is the infrastructure, metrics, information systems, accountabilities and work processes?
- We are evolving to a more formalized supply chain planning (demand / supply) environment? What should the organization look like, what would the skill sets be and what are the appropriate tools, systems and work processes to successfully execute this function?
- What are some of the tools and methods we can incorporate in our business to evolve to the next level for our company on how we forecast and manage inventory?
- What would the benefits be of moving to a time phased DRP environment for managing thousands of finished items across multiple DC’s?
Sales and Operations Planning
- How do we get Sales, Marketing, Finance and Operations “on the same page”? What is the appropriate integrated Sales and Operations Planning Process for our business in terms of the business planning and budgeting process?
- How does S&OP drive innovation?
- Who typically “owns” the S&OP process?
- How do you change behaviors in support of S&OP?
- What focus on forecast accuracy is typical in an S&OP process?
- What level of forecast accuracy is considered best practice or world class?
- Are there cross-functional teams with joint / shared metrics like forecast accuracy, inventory turns, etc.?