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In essence, this planning step puts the entire business on the same page regarding the coordination of supply assets and capabilities in order to meet customer demand requirements for the tactical (60-90 day horizon) and longer term (12 to 24 months). And, it may get worse with another “Bullwhip Effect” going up the chain again as longer lead times cause customer’s replenishment planning systems to “kick-out” new, and very often, false demand for future supply coverage. Supplying detailed guidelines for transforming your supply chain, it includes first-hand reports of leading organizations that have already adopted some of the facets of this paradigm and used the relevant instruments to achieve unprecedented improvements to customer service, supply chain agility, and overall equipment effectiveness.
Supply chain professionals need to have an understanding of basics and strategies. Vendors can be established and shared across all subsidiaries in your system to get a truly global view of your relationship. Can a concept introduced over 60 years ago that has fundamentally not changed still be relevant in todayâs complex, global supply chains? It is indeed a complex issue, but we are trying to not only make the supply chain point, but show how a company and its performance will benefit from the message.
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It has tools for demand forecasting based on historical order quantities, tracking of stock, support of multiple facilities, expiration date tracking, kiosk support, and many other features which make it ideal for healthcare situations but which could also be useful for other industries. From an end-to-end perspective, what really counts is what remains visible and measurable for our customers. This is done for both long term planning, as well as short term changes in the orders.
Planning system of record
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