This is part 2 of 3, as Seth Pacha, our demand planning guru outlines data integrity elements and system automation.
Data – clean and aligned to system configuration
System – proper configuration to drive 90-95% automation
Some systems contain multiple, key configurations to execute properly. These key configurations need continuous review to see performance over time. If the system has “what-if” capability allowing the understanding of the results of changing these configurations before implementing them into a live production environment, make sure the organization understands the full impact of the changes. Does the system project performance just for a given point in time or does the system highlight the expected performance for the next year? If a system does not have “what-if” capability, then building similar capability through a process is paramount.
As an example, configurations that determine whether to plan the part in inventory or not are key in determining warehouse size and the size of the workforce. A process to review before making any changes to this key configuration is a great sanity check for operations as well as purchasing. Finally, comparing the system results to the expected value proposition from the system provider is also necessary. Make sure before purchase that the provider derives the value proposition from actual data, not generic results from similar clients. This establishes a baseline for comparisons to performance from a data, process, and system perspective.
Up next is our 3rd Installment on Demand Planning: Processes and Performance Management. For further insight into our coaching services please reach out to us.
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Brad’s journey into logistics began as a Marine Officer and transitioned from the LTL docks to the non-asset side within the logistics service provider arena. As a co-founder of Rockfarm, Brad drives our business development efforts and delivery of our promise. An Arizona native, Brad enjoys spending time outdoors in his home state with his wife and family.
“Our approach to the market allowed us an opportunity to push forward in 2008 and enable our mission, “lower the cost to serve” to stand as a cornerstone to our company today.”
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