The solution to reacting swiftly and succeeding in this ‘new normal’ is the transition to a more connected and smarter supply chain of the future.
The need for food and beverage supply chain organizations to balance supply with increasingly varied demand is more critical than ever before.
Supply chain leaders are having to rethink every aspect of their operations, and address ever potentially permanent shift in consumer behavior.
When organizations make decisions bases on real-time data, it not only benefits omnichannel fulfillment today, but also builds adaptability and resilience for the future.
The pandemic has accelerated the shift towards e-commerce. This leaves retailers to reengineer their supply chains for the omnichannel imperative.
The swings in the market from the pandemic has left many retail supply chains vulnerable. AI enables retailer to calculate major risks and plan for the unexpected.
Due to COVID-19, many supply chain processes that were running efficiently are now having to reevaluate and reengineer, if they haven’t already become obsolete.
Leading service organizations have implemented advanced planning systems, like Vanguard Predictive Planning™, developed to manage spare parts.
Managing an inventory of spare parts to support an organization’s operations is critical, yet is one of the most challenging operations for most organizations.
Having an established S&OP process is key during unprecedented such as these to deal with the disruptions that arise in a pandemic.
In an integrated supply chain, organizations can act proactively throughout the supply chain in order to avoid breakdowns and improve overall efficiency.
For retailers who are still not prepared for the rapid omnichannel switch, now is the time to take action. Retailers will have to redesign their supply chains.
Major shifts in retail is going to push the importance of e-commerce to new levels, accelerating the shift that has been slowly happening for over a decade.
Organizations are looking for ways to restore operations and redesign supply chains to handle the “new normal.”
Supply chain planning plays a critical role in managing supply and demand challenges both during and after COVID-19.
Despite sales and operations planning (S&OP) its importance, many organizations are unable to achieve effective decision making in their S&OP process.
Without a clear picture of where the supply chain stood when business was halted at the start of the pandemic, restarting a global supply chain can be a daunting task.
The need for advanced supply chain planning has never been more prevalent. Retailers must re-evaluate their supply chain processes given the shift to e-commerce.
What-if scenarios have been proven to be extremely beneficial tool, enabling planners to run simulations based off of demand forecasts and constrained modeling.
COVID-19 has been the biggest disruption to the aviation industry in the past decade, S&OP optimization can aim organizations towards corrective actions
No one can predict the scope of this pandemic. What organizations can do is react in the short-term, prepare for the mid-term, and improve their demand forecasting.
Even in such a time of crisis, and all the uncertainty that comes with it, it is still possible to have a reliable demand planning process.
Today, we discuss how our story’s heroine and her organization responded to the hypothetical scenario in the Cannabis market, discussed in part 1.
The rapidly changing environment in the Canadian Cannabis space necessitates a fundamental re-think of the supply chain planning infrastructure.
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