In this blog, we discuss cognitive computing and other technologies with a focus on supply chain management and innovation. Other topics of discussion include digital enterprise transformation, marketing, the Internet of Things, and smart cities. Our goal is to advance the public discussion about how cognitive computing and other advanced technologies affect the world in which we live.
Bradd C. Hayes is the active editor of this blog.
“Over the last fifteen years,” writes Lora Cecere (@lcecere), founder and CEO of Supply Chain Insights, “Sales and Operations Planning (S&OP) enjoyed a renaissance.”[1] She also hints it’s time to move on.
Planning would be a lot easier if the world were a less complicated and more predictable place in which to conduct business. Unfortunately, the business environment is constantly changing. An acronym used
The late President and five-star general Dwight D. Eisenhower once stated, “In preparing for battle I have always found that plans are useless, but planning is indispensable.” Dave Bergeson, Vice President of
The late fantasy writer J.R.R. Tolkien wrote, “It does not do to leave a live dragon out of your calculations, if you live near one.” For supply chain planners, the challenge, of
When shoppers enter a grocery store to buy food and other essentials, they often rely on overhead signs to direct them to various product aisles. Few of them are aware of the
The late, great, hall of fame baseball player Yogi Berra once stated, “If you don’t know where you are going, you’ll end up someplace else.” A similar sentiment was provided to Alice
Most supply chain planners are familiar with Dwight D. Eisenhower’s observation, “In preparing for battle I have always found that plans are useless, but planning is indispensable.” While I agree with the
We know the pandemic will eventually end and the economy recover. What we don’t know is exactly how the economy will emerge or what the future will look like. This conundrum leaves
In 2017, Gartner introduced a Supply Chain Planning Maturity Model with five planning stages. In the lowest stage (Stage 1), supply chain planning is inside-out, fragmented, local, unconstrained, and focused on revenue.
Sales & Operations Planning (S&OP) has been around for over three decades. Some analysts insist it’s time companies move on. Other analysts insist the purposes behind S&OP remain as relevant as ever.
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