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.
Demand Sensing is the ability to pick up on trends immediately, giving you the ability to analyze demand data and decide how and when to act.
As the disruption caused by the Coronavirus progress, industry observers and analysts expect more shoppers to spend less time in stores and more time buying items online, even after this time of crisis.
Supply chains are becoming increasingly complex. Making sense of the complexities is often manual, time-consuming, and iterative. But it doesn’t have to be.
One industry seems to be thriving as the novel coronavirus, COVID-19, spreads across the world: the hygiene industry. Products like toilet paper have seen dramatic jumps in demand since the virus hit.
Instagram didn’t create or change any product themselves, but the platform did foster a consumer culture in which supply chains must be more adaptive than ever before to keep up with viral trends.
With the term “fast fashion” evolving ever so quickly, fashion enthusiasts are constantly staying one step ahead before the newest and hottest trend comes along.
It is in every company’s best interest to be ready if they were to be affected by internet-breaking campaigns or risk losing these battles to competitors.
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