The war for talent is far from over. How should your business tackle it? How can you ensure that your company continues to attract and retain the right people? Here, Alfons Willemsen and Hans van der Drift, partners at Involvation, share their vision on the war for talent. According to Willemsen, there is an ongoing shortage of skilled...
'Change is the law of life' “Change is the law of life...” said John F. Kennedy during one of his speeches in 1963. This famous quote is more relevant for organisations today than ever before. The world around them is evolving increasingly quickly and companies are continuously involved in change – or at least they should be. But that’s not easy –...
Numerous articles have been published recently on the topics of no-touch planning and lights-out planning. The first thought that comes to my mind is whether planning requiring no intervention at all is indeed possible… and my second thought is whether that is desirable. Possible? Personally, I don’t think it’s possible to fully automate the...
I recently spoke to a supply chain manager who was a little frustrated because he didn’t feel appreciated by the rest of his organization, despite working tremendously hard. His team of supply planners comprises extremely professional and highly qualified people. As planning experts, they get the absolute most out of the resources and capacity...
In the chemical industry, the average S&OP process has a relatively high degree of maturity compared with other sectors. Nevertheless, chemical companies still face certain challenges when progressing from S&OP to IBP. We distinguish between the two as follows: S&OP is the decision-making process for ensuring the feasibility of the commercial...
S&OP is often pictured as a largely standard process; textbook S&OP starts with agreeing an unconstrained demand plan that is handed over to supply planning who need to ensure product availability. In case of important bottlenecks, the S&OP meeting is the final escalation step in the process, where all remaining imbalances should be resolved. ...
Part Three of this four-parter clarified exactly what DDSCM is and why you should want it. The only question that now remains is how DDSCM can help you in practice.
In Part Two of this four-parter we zoomed in on the importance of the ‘moment of decision’. Preferably, we should make a decision early if the information is reliable at an early stage, and late if it doesn’t become reliable until later. This is not always the case in practice, however, which creates a ‘planning mismatch’. This planning mismatch...
The technology behind bitcoin is gradually finding its way into the supply chain domain; pilot applications of blockchain are hitting the headlines almost every week. For many of these pilot cases, however, it is still hard to see the added value. In my view, the added value of these pilots primarily lies in helping the industry to understand...
Last month, I wrote an article explaining why S&OP/IBP software is currently such a hot topic (click here for the article). Since then, we have had the pleasure of presenting the executive programme on ‘From S&OP to IBP’ at the Rotterdam School of Management (RSM). The RSM session revolved around behavioural operations management. I’ve been...