12 Steps to a Resilient Enterprise

Summary

在这段视频脚本中，供应链行业专家Mac McGarry分享了如何构建一个有韧性的企业。他讨论了过去一年中不可预测的事件对企业造成的影响，包括贸易战、疫情、消费者行为变化、政府反应、气候变化和政治分歧。McGarry强调了供应链专业人士在这些挑战中的关键作用，他们不仅是基础设施的无名英雄，也是在市场动荡中为领导者提供洞察力和行动方案的关键人物。他提出了12个步骤，帮助企业评估现状、制定愿景、利用技术、动员人才、进行业务连续性规划、利用数据、管理变革，并最终实现文化的转变，以创建一个更具韧性和敏捷性的企业。

Takeaways

• 📈 **构建韧性企业**：企业需要制定计划以增强供应链的韧性，应对如疫情这样的不可预测事件。
• 🌟 **领导力与方向**：Mac McGarry作为legility的执行副总裁，强调了领导力在塑造供应链未来中的重要性。
• 🤝 **客户关系**：建立强大的客户关系对于企业的生存和发展至关重要。
• 🚀 **技术的重要性**：技术是推动创新的关键催化剂，AI和新数据源可以提高供应链的预测能力和韧性。
• ⚖️ **权衡与决策**：企业需要评估不同情况的权衡，例如服务水平与库存之间的关系。
• 📊 **数据的作用**：数据被视为新石油，企业需要有效收集、聚合和利用数据以提高决策质量。
• 🌐 **全球劳动力**：企业需要考虑不同年龄段和背景的全球劳动力，设计适合他们的工作流程和应用程序。
• 🔄 **供应链的集成规划**：端到端的规划与执行相结合，是提高企业敏捷性和韧性的关键。
• 📚 **教育与领导**：供应链专业人员需要向领导团队传达如何更好地服务消费者并在市场中保持竞争力。
• 🛠️ **技术平台的简化**：企业应考虑使用单一平台来简化其供应链操作，以提高效率和响应速度。
• 📉 **应对市场变化**：企业必须快速适应市场需求的变化，如将产品从餐厅销售转向零售市场。

Q & A

什么是供应链的弹性企业?

供应链的弹性企业是指能够在面对市场波动、不可预测事件或危机时，快速适应并维持运营效率和客户服务水平的企业。它不仅能够应对短期内的挑战，还能通过战略规划和技术创新，长期保持竞争力。

为什么说当前时刻是建立弹性企业的重要时机？

当前时刻，由于疫情和其他全球性事件的影响，市场经历了前所未有的波动，这对企业的供应链管理提出了更高的要求。企业需要建立更灵活、更具适应性的供应链，以应对快速变化的市场需求和潜在的风险，确保业务的连续性和增长潜力。

在建立弹性企业的过程中，技术扮演了什么角色？

技术在建立弹性企业的过程中扮演了至关重要的角色。它不仅提高了数据处理和分析的能力，使企业能够更快地做出基于数据的决策，还通过自动化和智能化的工具，提高了供应链的响应速度和运营效率。此外，技术还帮助企业实现更好的可视化和预测能力，从而提前应对潜在的供应链中断。

如何量化供应链的弹性？

量化供应链的弹性通常涉及评估企业对市场变化的响应速度、库存水平、服务能力、供应链中断的影响以及恢复时间等方面。具体的指标可能包括订单履行率、库存周转率、供应链中断的频率和持续时间、以及从中断中恢复的速度等。

在供应链管理中，为什么需要敏捷性和弹性？

敏捷性和弹性对于供应链管理至关重要，因为它们使企业能够快速适应市场变化和不可预测的事件。敏捷性强调的是快速响应和灵活调整生产和服务的能力，而弹性则是指在面对冲击时维持运营和快速恢复正常运作的能力。这两者结合起来，可以帮助企业在竞争激烈和不断变化的市场中保持竞争力。

企业如何评估其供应链的当前状态并制定改进计划？

企业可以通过内部审计和外部咨询相结合的方式，评估其供应链的当前状态。这包括分析供应链中断的影响、评估现有技术和流程的有效性、以及检查数据管理和决策支持系统的能力。基于这些评估结果，企业可以制定改进计划，包括投资新技术、优化流程、培训员工、以及建立更紧密的供应商和客户关系。

在供应链中，如何实现更好的数据管理和分析？

实现更好的数据管理和分析需要企业建立一个统一的数据管理平台，确保数据的准确性和可访问性。此外，企业应利用先进的数据分析工具和算法，如人工智能和机器学习，来处理和分析数据，从而获得深入的业务洞察。同时，企业还需要培养数据驱动文化，鼓励员工基于数据做出决策。

为什么说组织内部的一致性和变更管理对于建立弹性企业至关重要？

组织内部的一致性和变更管理对于建立弹性企业至关重要，因为它们直接影响到企业决策的质量和执行的效率。一致性确保所有部门和团队都朝着相同的目标努力，而变更管理则确保在实施新流程或技术时，员工能够顺利适应，从而减少阻力和提高成功率。

企业如何通过供应链优化来提高客户满意度？

企业可以通过优化供应链来提高客户满意度，具体方法包括缩短交货时间、提高订单准确性、提供更多的定制化服务、以及通过更好的需求预测来减少库存积压。此外，通过提高供应链的透明度和沟通效率，企业可以更好地管理客户的期望，从而提高客户满意度。

在建立弹性企业的过程中，如何平衡成本和效益？

在建立弹性企业的过程中，企业需要进行成本效益分析，确保投资能带来预期的回报。这包括评估新技术和流程的实施成本、预期的运营效率提升、以及潜在的收入增长。企业还应考虑长期的投资回报，而不仅仅是短期的成本节约。此外，通过敏捷的方法论，企业可以分阶段实施改进措施，这样可以在每个阶段评估投资的效果，并据此调整后续的投资计划。

企业如何通过供应链创新来获得竞争优势？

企业可以通过供应链创新来获得竞争优势，例如通过采用先进的供应链管理技术、开发新的供应链合作伙伴关系、以及创造新的供应链运营模式。此外，企业还可以通过提供独特的供应链解决方案来满足客户的特定需求，或者通过提高供应链的可持续性来吸引环境意识强的客户。

Outlines

00:00

🎉 欢迎与介绍

Bob Bowman作为供应链大脑的主编，欢迎大家参加由敏捷性公司呈现的关于构建弹性企业的12个步骤的特别介绍会。他提到了会议结束时会有问答环节，并介绍了演讲者Mac McGarry，他是Legility的执行副总裁，负责公司在供应链领域的竞争定位和愿景。McGarry先生在加入敏捷性之前，曾在Sweetbridge Alliance担任总裁，这是一个开发区块链协议栈的非营利性开源基金会。他拥有超过25年的销售领导经验，并拥有Claremont McKenna College的经济学学士学位。

05:00

📈 供应链的挑战与机遇

Mac McGarry讨论了过去一年中供应链面临的不可预测事件，包括贸易战、COVID-19疫情、消费者行为变化、政府反应、刺激措施、气候变化和政治分歧。他强调了供应链专业人士在人道主义危机中的作用，以及他们如何利用洞察力和义务来支持领导者并采取行动。McGarry还提到了供应链的敏捷性，以及如何通过建立替代供应商和框架来应对供应链中断。

10:02

🤔 技术与数据的作用

讨论了技术在供应链创新中的作用，以及数据来源和预测技术如何提高供应链的弹性。McGarry提出了一个问题，以了解观众对疫情对业务影响的看法，并展示了调查结果。他还讨论了构建弹性企业计划的重要性，包括供应链连续性、技术投资、人才管理和决策支持引擎。

15:02

🛠️ 构建弹性企业的12个步骤

McGarry介绍了构建弹性企业的12个步骤，包括认识到问题、评估影响、制定愿景、探索技术、动员人才、业务连续性规划、数据利用、变革管理、组织对齐、文化建设、价值实现和庆祝成功。他强调了以客户为中心的重要性，并提出了如何通过更好的服务和更高的利润来实现这一目标。

20:03

🌟 成功案例与技术的重要性

通过Tillamook这个案例，McGarry展示了一个企业如何在疫情期间成功地将业务从餐厅和旅游业转移到杂货店需求上。他强调了技术在实现这一转变中的作用，以及如何通过单一平台进行决策，从而避免了争议。

25:06

🤝 合作伙伴的选择与ERP系统的局限性

McGarry回答了关于是否应该考虑ERP系统之外的替代方案的问题。他指出，虽然ERP系统是必要的，但并不足够，特别是当涉及到更复杂的供应链需求时。他鼓励企业考虑使用专门为供应链设计的决策支持平台，这些平台可以提供更深入的功能性，并帮助企业实现更好的供应链管理和决策。

30:08

📊 数据的重要性与成熟度模型

McGarry讨论了数据在构建弹性企业中的重要性，并提出了在企业层面设立数据策展人的职位的建议。他还提到了韧性成熟度模型，并鼓励企业进行自我评估，以了解它们在供应链韧性方面的当前水平，并设定目标在24个月内达到更成熟的阶段。

Keywords

💡供应链弹性

供应链弹性指的是企业在面对市场变化、不可预测事件或危机时，能够迅速适应并恢复正常运营的能力。在视频中，这一概念是核心主题，特别是在讨论如何构建一个能够抵御和适应如疫情这类黑天鹅事件的供应链时。例如，视频中提到了企业如何通过增加供应源的多样性和灵活性来提高其供应链的弹性。

💡敏捷性

敏捷性是指企业快速响应市场变化的能力。在视频中，敏捷性与供应链弹性紧密相关，特别是在当前不断变化的商业环境中。企业需要具备敏捷性以快速适应消费者行为的变化，如视频中提到的在线市场购物的增加。

💡技术催化

技术催化指的是技术进步如何推动业务创新和改进。在视频内容中，提到了AI、新数据源和机器学习等技术如何成为供应链改进的催化剂。这些技术的应用有助于提高预测准确性、增强供应链的可视性和响应能力。

💡数据驱动决策

数据驱动决策是一种基于数据和分析结果进行决策的方法。视频中强调了在供应链管理中利用正确数据在正确的时间和地点做出决策的重要性。例如，企业需要评估其库存政策的风险，并利用数据来量化需求的增加或减少。

💡业务连续性

业务连续性涉及企业在面对干扰时维持关键业务功能的能力。视频讨论了如何通过技术改进和流程优化来确保业务连续性，特别是在远程工作和网络安全挑战日益增加的背景下。

💡数字化转型

数字化转型指的是企业利用数字技术来改变服务或业务模式。视频中提到，数字化转型对于提高供应链的响应速度和质量信息的传递至关重要，它是企业在当前市场环境下保持竞争力的关键。

💡集成业务规划

集成业务规划是一种将企业各个部门的规划过程整合起来的方法，以确保整个组织的目标一致。在视频中，集成业务规划被视为实现供应链弹性的关键步骤，它允许从车间到顶层的决策一致性。

💡贸易战争

贸易战争通常指的是国家之间因贸易政策和关税问题而产生的经济冲突。视频中提到了贸易战争对于企业供应链规划的影响，企业需要考虑是否需要将生产从中国转移到其他国家，如越南，以应对贸易战争带来的不确定性。

💡气候变化

气候变化是指由于全球温室气体排放增加导致的全球气温上升现象。视频内容中提到了气候变化对供应链的潜在影响，如自然灾害（如澳大利亚和美国西海岸的野火）对物流和生产的干扰。

💡政治分歧

政治分歧指的是不同政治力量或团体之间的意见和利益冲突。视频中提到了政治分歧对贸易法律、关税和税收政策的影响，这些因素都可能对供应链的稳定性和可预测性产生影响。

💡消费者行为变化

消费者行为变化指的是消费者偏好、购买习惯或决策过程的变化。视频中讨论了疫情如何导致消费者行为发生显著变化，例如，更多人开始在线购物，这迫使企业重新考虑其分销渠道、包装、产品组合和定价策略。

Highlights

Bob Bowman作为供应链大脑的主编，欢迎参与者参加关于构建弹性企业的12个步骤的特别演讲。

演讲者Mac McGarry，Legility的执行副总裁，分享了他在供应链未来和敏捷性方面的领导力和愿景。

讨论了不可预测事件对供应链的影响，如贸易战、COVID-19疫情、消费者行为变化等。

强调了供应链专业人士在人道主义危机中作为基础设施的无名英雄的角色。

提出了在个人和专业生活中进行压力测试，并从中学习以提高业务连续性的重要性。

探讨了技术在提高供应链敏捷性和弹性中的作用，特别是人工智能和新数据源的应用。

介绍了12个步骤来构建一个弹性企业，从认识到问题、评估影响，到建立愿景和实施技术。

强调了数据在供应链管理中的重要性，以及如何利用数据来提高决策质量。

讨论了如何通过改变管理流程和激励机制来提高组织的适应性和变革文化。

提出了在供应链中建立信任系统和激励整个网络提供数据以实现端到端可视性的观点。

强调了在危机情况下快速做出决策的重要性，并提出了如何利用技术来预测或预防供应或需求危机。

讨论了如何通过集成业务规划和执行来提高供应链的响应速度和市场机会。

提出了通过敏捷方法和短期冲刺来快速实现项目成果，从而提高投资回报率。

强调了组织变革和对新技术的接受是提高供应链弹性的关键挑战。

讨论了如何通过评估合作伙伴、技术和最佳实践来评估和实施变化，以增强企业的弹性。

提供了关于如何使用数字化和集成业务规划来提高供应链的效率和效果的见解。

强调了在构建弹性企业的过程中，庆祝实现关键里程碑和价值实现的重要性。

Transcripts

well hi everybody I'm Bob Bowman

editor-in-chief for supply chain brain

and I want to welcome you to this

special presentation on 12 steps to a

resilient Enterprise presented by

agility

now before we get started I do want to

note that we will be having a question

and answer session at the end of the

presentation so all attendees are

encouraged to submit their questions

throughout the presentation and we will

take them on at the end

so at this point I want to introduce our

speaker for today he is Mac McGarry

Executive Vice President of legility

he provides leadership and direction for

agility's competitive positioning and

vision for the supply chain of the

future Mr McGarry is responsible for the

global sales organization and building

strong customer relationships

before joining agility Mr McGarry served

as president of sweetbridge Alliance a

non-profit open source Foundation

developing a blockchain based protocol

stack for Global Commerce and Supply

chains

he brings more than 25 years of

experience in sales leadership positions

in the enterprise software and supply

chain Industries he began his career as

a computer programmer and he holds a ba

degree in economics from Claremont

McKenna College

so with that I'm going to turn it over

to Mac McGarry Matt take it away

thank you Bob and I'm delighted to be

here in a supply chain brain Forum uh

the last time I had that privilege was

in 2018 and we were speaking on a panel

about the future of blockchain and the

role and supply chain but today it's a

different subject we're looking back

over our shoulder over the last 12

months and wow what a year think about

it

um think about all the unpredictable

events the rare events that have all

converged this has been the mother of

all Black Swan events a Black Swan is

now becoming everyday everyday word but

just reflecting think about 2019 when

the top of the agenda was how do we

anticipate trade Wars with China does

that mean we need to move sourcing and

plants from China to Vietnam and if so

do we take action now or action later

that was what we thought was volatility

in 2019 then go back to just a year ago

February of 2020

headline news we had some incidents of

lockdowns and a viral scare in China

Wuhan Prince of Province from

and and the people were thinking how is

that going to impact is that going to

spread and there was all sorts of

speculation but by March 11 311 many of

us were traveling AS Global Citizens and

we were quarantined in places we didn't

predict and then we were asked to work

from home it was safer and there was a

lockdown of retail and travel in order

to contain this virus this invasion of

the microscopic kind that was increasing

volatility in our Marketplace and these

industries were shut down and therefore

people were all of a sudden thinking

differently about

purchasing and traveling and consumer

Behavior changed perhaps indefinitely

some people who ordered frequently from

Amazon ordered more frequently and those

that never tried became addicted to the

Online Marketplace and some people

became shut-ins and everything they

ordered was delivered to their doorstep

and then certain industries so showed

recession we have recessionary pressures

uh China ironically the only one that

seems to be posting a good GMP growth

and the recession changes consumers and

therefore we need to think about how

that's going to impact our business

government started to react

inconsistently globally a little bit of

unpredictability and then stimulus paths

became known and then we started to find

ways to stimulate people to go back to

work or perhaps stay at home so we had

some counter incentives for keeping our

factories and our our trucks in motion

and then of course climate change it's

it's ever present those of us in the

West Coast or in Australia we've had a

crazy year of wildfires and you can go

to bed one night

um thinking the the fire is seven miles

away and you wake up in the middle of

night and understand your neighborhood's

on fire that happened to us here in

California and it just weighs into our

psychic what can we expect and we have

to deal with the uncertainty of the

world and then of course politics

divisive not only here in the United

United States but in Hong Kong and in

the UK there's been a lot of strife and

unpredictability on tariffs and trade

laws and travel and Taxation and so on

so it's been a hell of a year so let's

think about what does this mean for us

and at moments that like this I reflect

on some of the leaders that I've admired

one of those is Winston Churchill who

was a wartime leader and he said never

let a good crisis go to waste and I

think a supply chain professionals

there's a lesson for us obviously this

is a humanitarian crisis there's

obviously a lot of people who are

being impacted by the pandemic but as a

supply chain professional we have

insights and obligations you know we are

the unspoken hero of the infrastructure

the people who plan and get medical

supplies food PPE and the Machinery of

Life working and in these moments our

job is to help our leaders

understand how we can best serve our

consumers in a challenging Marketplace

and with those insights we can take

action

um there are a lot of pessimism for good

reason but I'm optimistic but all of us

have been stress tests in our personal

lives and our professional lives now we

are sometimes working from home with

pets and construction workers and noise

and being part-time Educators to our

children more so than in previous years

and our children are at home

um and then in the workplace instead of

having water cooler moments and the

ability to meet face to face with the

people we work with we're now remote and

we're suffering from Zoom fatigue

um our processes where we add agile did

we have sufficient suppliers so supplier

a wasn't available could we switch to

supplier B if there was a disruption if

there was unpredictable transportation

bottlenecks did we have the ability to

understand that and make decisions was

our technology there to support us not

only to have business continuity moving

our Workforce from in the office to at

home and did we have Internet sound and

and cameras ready to go but at a more

deeper level how resilient was our

supply chain and then data did we have

the right data at the right place at the

right time with the right confidence to

make decisions are we are operating on

tribal knowledge and guesswork this was

an important year for us to be looking

forward into how we can change these

things and the jury is is out for some

businesses which will be decided in the

next month or a year ahead but there

have been a lot of reported bankruptcies

there are those companies that are

struggling to survive and those Will

Survive and then of course the theme of

this presentation today is how can we as

a supply chain partner as a Innovation

partner as a platform provider how can

we help our customers we serve thrive in

a spirit of K in a situation of Chaos

What scenario applies to you what we've

observed in our customer base is that

there's been acute Supply disruption

unpredictable uh situation many people

started switching suppliers and creating

agility in their Supply Chain by having

Alternatives and creating a framework

for shifting Supply from one location to

another but even if you did that and did

it well we still had unpredictable plant

shutdowns a Workforce people working

from home coveted outbreaks which

inevitably led to delays as there were

fewer birds in the sky passenger traffic

decreased considerably the the right the

fares of Air Cargo went up became less

available and more expensive and then

we're all competing for the same raw

materials and component parts

semiconductor chips are in short supply

so you can't now even sell a car without

having the right chips to be able to go

in the vehicles and then of course so

new bottlenecks were identified and we

all had think about it creatively and

then there was the demand variability so

not only we have Supply challenges and

the Demi the demand supplied balance but

some of us benefited from an increase in

demand but it shifted to a new market so

we shifted from hospitality and

restaurants and travel potentially to

grocery and to do to serve the grocery

we had to think about our distribution

channels our packaging our product mix

our pricing and promotion strategies we

had to do so quickly sometimes with a

lack of information and then of course

we're working from home so the structure

for making decisions and meeting

together uh changed this and challenged

us and then we're trying to think about

what stores will open when will consumer

Behavior go back to where it was a year

ago which stores will open and when will

people return and the shift to direct to

consumer that will stay will it continue

to grow

so we're all trying to figure out

consumer behavior and what we know is

history is not always a predictive of

the future because so many things change

so quickly with different circumstances

we're often left with different

forecasting methods than what we had

before ultimately a lot of uncertainty

buyer reluctance and unpredictable

delays

so those of us who've committed our life

to supply chain I'm an operational or

technology provider perspective we're

often

committed to helping people fight fires

the supply chain is about change it is

about firefighting that is about

reacting to what happened yesterday

today and making your best guess

and we've always thought about how do we

better serve customers have right

product right place right time right

price uh the the what we the essence of

what we do but we're also saying how do

we adapt to a changing world and then we

have technology chaining changing and

technology is a great Catalyst for

Innovation but there's often a hype

cycle associated with it or there's a

capital uh investment required where

we're not necessarily we're spending

money on new technology but how can AI

new data sources impact our future

improve our data forecasts and produce

improve the resiliency of our supply

chain and then perhaps many of us are

looking forward and saying let's even go

beyond reaction let's go into prediction

and how do we predict or even prevent a

crisis in Supply or demand how would we

do that and we're thinking about it so

that we are going to be more prepared

going forward and that's the subject of

today how do we become a more resilient

Enterprise prize we look back over our

shoulder the survey here in August from

IDC showed that only 10 percent of the

people in the summer said that the

pandemic was not going to impact their

business might have impacted our

personal lives but the question was was

this going to impact profits or did you

have to change your business model less

than 10 percent of North America said it

wasn't going to change it but I'm

curious and perhaps Bob why don't we ask

the audience their point of view well

good question let's get a snapshot of

how people are feeling right now the

question for the audience today is how

did the pandemic affect your business

select all of the following that apply

to you

increase in demand across one or

multiple business units decrease in

demand across one are multiple business

units

supply shortages cause delays and

disappointment

we experience disruptions in Supply and

Logistics and we thrived

let's leave just a few more seconds for

the audience to figure out which of

those apply to them

and then we will show the results

okay

let's see how we fared

well any surprises there Mac look at

that 70 percent disruptions to supply

and Logistics

everybody was affected and a small you

know 21 Thrive so what does that tell

you it's a lot of different uh companies

out there that's right right place right

time if you're in the home gym or

Furniture business you probably had

unprecedented demand but for most

Industries there was a change factor

that they needed to take into

consideration

so building a plan for the resilient

Enterprise

recently with one of our clients that is

suffering a decrease in demand we

started to chart out their path and this

is one of the artifacts of the workshop

so first thing is build a plan for the

Enterprise let's think about supply

chain continuity in a different

environment we certainly have a lot more

visibility understanding of how it's

impacted us recently

um then let's say how do we lay the

foundation

um and then let's do some ROI analysis

we do see an economic slowdown in this

market segment but how do we lessen the

impact let's not hit the bottom let's

bounce back quickly and this is what

we're now calling the digital divide and

that is that we've been talking about go

digital or face the consequences and uh

the gap between the digital non-digital

is more pronounced so if you had a

totally digital supply chain you're able

to react faster with a high velocity of

high quality information be able to

reflect and discern make decisions then

you are able to bounce back sooner and

so this is the model for this particular

client

and it's a riff on the flattening of the

curve so we we can't always stimulate

demand

um when we have a shift in the market

how do we react more quickly to it and

then with all these technology and

process improvements which we're going

to refer to in today's presentation you

want to outperform your competitors the

call to action is supply chain leaders

is to explain the leadership of the

company and our customers we serve how

are we going to do better next time and

maintain a continuity of service agility

is what we're striving for and Agility

as we've described in supply chain is

that given a high change environment on

one side we're still able to have status

quo delivery to our customers similar

expectations similar profitability maybe

we have a little bit more Expedition

Expedition Expediting costs but we're

able to maintain that relationship with

our customer not true for everyone last

year we've had a lot of apologies and

explanations and vague commitments for

delivery with uncertainty but going into

the next year if we put the right

infrastructure and processes and people

and data into place we'll be able to

outperform competitors which makes this

a resilient Enterprise which means in

the future supply chain will be able to

respond quickly which will create more

Market opportunities for us and our

shareholders and the customers we serve

I like maturity models The Gardener

group's got a few on snop but this one's

about resiliency and in this five

categories of we all know one or two

companies perhaps even in our Network

that behave this way on the far left

side it's the ad hoc siled company it's

a factory they just want to utilize

their assets and create as much output

as possible and in someone else's issue

if they create the right product they

just want to ship it and then they hit

their local productivity criteria

they're a local Optimum those are

companies we have to deal with maybe a

recently acquired the subsidiary maybe a

remote plant but that's not optimal

where we all want to be is you know on

the right side predictive and maybe most

of us feel like we're somewhere between

opportunistic and responsive so we can

react to a situation with tribal

knowledge we'd use human putty we get

our smart people in the room we create

scenarios we do some guesswork we get

some spreadsheets sheets and we make

some decisions and many of us have done

a pretty good job if not excellent job

given the circumstances and the

challenges of the last year some

companies are even more responsive

they've calculated in they have the

infrastructure they have the digital

strategies in place and they were able

to be responsive and quick and perhaps

serve their customers better than their

competition and gain market share and

build a sticky relationship because that

customer says these people I can rely on

even in hard times but where we want to

be is proactive and predictive and

believe it or not we go back to the

history books February of last year

there were some companies that could see

the pandemic coming not many but they

were predictive and so how do you have

the mindset the culture and the data and

the institutionalized process by which

you assess risks and take decisions

quickly

Bob we like to involve the audience

let's ask another poll okay audience

here's another one for you is your

company looking to become more resilient

here are your choices yes last year was

difficult and we have an executive

mandate to become more resilient

yes we managed to perform well and we

see advantages for becoming more

resilient

yes and no we have articulated the need

but have not formally set specific goals

for resiliency ah not really we are

satisfied or even proud of our agility

and business performance and huh not a

priority for us currently

okay audience which of those best

describes you give you a few more

seconds to come up with your answer

and let's see what they say

okay I'm very pleased to see that bottom

one is such a small amount what are you

what do you think Mac this looks like

pretty much what we would hope people to

say except now the yes and no work to be

done

yeah I think it's fair and that's that's

a consistent with my experience so

that's a good result for this survey so

let's talk more specifically about the

12 steps to build a resilient Enterprise

so March of last year you know 11 months

ago

we sat down and said let's get some of

our customers and experts together and

say what's our pandemic response

um we looked at humanitarian issues but

we also looked at our roles in supply

chain and we decided that we wanted to

build a more resilient Enterprise and

then of course we know it's not just

technology it's people process

technology and data and then of course

we needed to say well where do we start

and where do we end up what does it look

like and through this Workshop or series

of workshops we had a lot of good ideas

13 was the last one then we decided

wrestling around a little bit let's make

it 12 one person in the audience had a

specific story why 12 steps was

important to them it worked for them so

they said let's work for the resilient

Enterprise so we homogenized and

simplified and created 12 steps the

first one is perhaps the obvious one uh

recognize we have a problem uh let's

let's take an assessment and figure out

what we do next

um if there is a problem of a certain

size and shape

how do we justify it is it a top three

priority for the executive team do they

understand it uh is it clear what this

means or what's the job to be done and

what's the benefit for seizing the

market opportunity and then to be more

specific on what the outcomes are we

want what's the vision and vision here

we're not talking about the theoretical

Optimum five years from now a lot of

companies are talking about the

autonomous supply chain or cognitive

supply chain lights out planning we're

thinking about this more pragmatic and

the supply chain where men and women

with both feet on the ground we've got

to deliver today and we have to deliver

tomorrow

something that's five years out might be

a little far but we need to build

towards that future goal and then so in

intervals of six months how do we

demonstrate Milestone achievement

towards that Vision but what is that

Vision where do we want to be in 1824

months

then we need to explore technology can

be a great Catalyst and the technology

today is very different than it was just

three years ago the roles of AI digital

twin machine learning these are all new

uh and available to us so we should get

smart on the technology so it can help

influence our vision

ultimately we don't have a Cadre of

experts sitting on the sidelines waiting

to be called into action oh we have a

pandemic oh we know what to do let's go

put it together we all have a talent

management challenge we have great

people we want to take care of them but

we like to have more and then those

people we have we're asking them to

change their job and for I don't know

most of our customers think that their

demands on them have grown over time

maybe even faster than technology enable

them to uh provide that same level of

service under the new conditions so how

do you collaborate with people inside

and outside your Enterprise mobilize

talent and begin a project

when we boiled it down there was a lot

of debate what in essence from a

technology perspective from a business

process perspective are we trying to

achieve to enable resiliency and

resiliency is part agility it's also

part how do we bounce back given these

circumstances evaluate our trade-offs it

came down to what we're thinking of as

an elevated

redefinition or embracing integrated

business planning many of us understand

from the early days of Oliver white what

that is and we'll talk more about that

but the idea was to have end-to-end

planning connected to execution that

allows us to make decisions from the

shop floor to the top floor in service

of the com where the company decides is

good given any circumstances what we

call the CEO driven Enterprise so if the

president or the executive was involved

in this decision making and they

understood what our goals were for every

customer for profits for new product

launches for New Market penetration for

margin and cash flow management given

all those great business objectives in

this situation what would we decide how

do you operationalize that and have a

decision support engine where people

become information consumers can debate

and trade off scenarios make decisions

and execute them and then track the

results of those decisions that they

made and improve over time whether using

machine learning or tribal knowledge to

get in a room and said last time we did

this let's look at the result there were

unintended consequences now we're going

to be smarter better next time

business continuity is something that's

been on the table for a long time

obviously it's been challenged this last

year not just from trying to move our

Workforce from on-premise to at home and

be able to connect and have security

protocols certainly the cyber security

rules uh the game has changed there of a

business continuity looking more at

supply chain not just having vendor one

and vendor 2 as Alternatives but looking

at it deeper uh more around the theme of

resiliency and of course where I spent

eight years of a GT Nexus and in the

blockchain startup was how do we

leverage data how do we create systems

of trust how do we incentivize the whole

network to provide data and standardize

on that so we can have end-to-end

visibility from Source

um from maybe the two or three tiers

down in the supply chain all the way to

the consumer

so when someone like my son a digital

citizen uses his cell phone at a

consumer label and says this Seafood was

harvested ethically or this garment

didn't involve cotton from this

particular Province in China known for

modern slavery

we can then prove it and validate it so

this fits into our sustainability goals

but importantly it gives us the

heartbeat analysis on what's happening

in our supply chain and how do we make

decisions based on what's really

happening or could happen so data has a

lot to do with it and you need to think

about data differently a lot of

companies have aspirations on data but

have low maturity around how they create

data aggregate data and leverage data if

data is the new oil how are you refining

it and making it into a finished product

that improves your bottom line

change management of course this is

important every consulting firm is going

to begin and end every conversation how

important it is it is clearly important

because even if you have perfect people

and sufficient resources if you don't

have the right process and you don't

have the right incentives then you're

not going to achieve the outcomes you

intend and Alignment this is an advanced

part of change management is that you

need to have organizational design

incentive compensation and making sure

that everybody has enough information so

they can make a decision what's good for

the Enterprise not just good for them

today as a short-term uh remedy to a

situation alignment is an important part

of this and then aspirationally how do

we create a culture that Embraces

resiliency and change where people wake

up every day and say my job is of course

to deliver at reasonable cost to my

customer meet the expectations but at

the same token I need to have a

Relentless pursuit of perfection I need

to get more resilient I need to get

better and I need to know that my job is

going to change I'm going to welcome

that change easier to say than to do but

culture is a big part of it and then

what we thought about was if you've had

the kpis in place and you had your

outcomes well identified and you had the

ability to track your value realization

against the project goals people process

technology and data sometimes a great

expense

where are we performing are we proving

that we can improve Customer Loyalty be

able to serve customers in new and

innovative ways and are we able to

impact the bottom line protect market

share and gain momentum against the

competition who may not be as resilient

as we are so celebrates is the word to

say the value realization the metrics

are in place we've got the ways to

measure this and now we're able to

celebrate it because there's a level of

objectivity and empirical evidence to

support the big investment we made in

building the resilience Enterprise

Bob let's get a little audience

participation okay here we go question

number three audience where are you on

your journey to resiliency

early stages assessing and drafting a

plan

mid-stage evaluating Partners technology

and best practices

late stage implementing changes and

gaining momentum

or arrived confident we are prepared for

the unexpected

few seconds to gather your brains and

your conclusions

and we will take a look at where you are

all are

ah here again Mac not surprised that the

smallest number have not yet arrived

because if they had we wouldn't need to

be listening to you would we

yeah well this is encouraging

you know the first step is the

assessment that it's it's important and

that we should build a plan for

resiliency so let's start our journey in

the time provide I'm just going to talk

about three of the 12

uh steps hopefully to increase your

incentive to have a dialogue with us

about this journey and how we can help

you bring structure and discipline to

achieve that outcome of resiliency you

know the first place to begin is the

assessment and we're going to talk more

about that then justification and then

the vision and then to highlight the

vision you know sometimes technology

trumps process meaning you can say let's

just have a great process but if you

your technology or data doesn't enable

it it will not work or will not be as

efficient as possible so we're going to

tease out a little bit about some things

that should be included in that vision

statement starting off of course with

the draft and agile methodology here's

the vision as we intended here's how

much it's going to cost for us to get

there and here's the reasons why we

would do it

slides taking a little bit longer to

build

um so in the assessment phase what parts

of my business suffered can we quantify

the increase in demand which we are not

able to fulfill or decrease in demand

and where we exposed with way too much

inventory what we all know to be true is

that just in time inventory and cash

management was King it's like we had the

CFO design supply chain of financial

people for good reasons want us to have

as little inventory exposure as possible

and to do it just in time that was the

the idea of supply chain coordination

across the network is that we didn't

need to hold the inventory we can push

it down into the supply chain but boy

did that leave us vulnerable you know

interesting stories of companies that

had way too much inventory but

coincidentally they benefited because

they were able to serve demand where

their competition could not so what was

the calculated risk from uh your

inventory policies and what what was the

impact last year can we quantify it

maybe anecdotals enough for your

leadership team uh sometimes we actually

need some more material uh

evidence

and if there was

um both of these across all businesses

what was the business performance impact

and then look at these areas and then

say is it big enough and important

enough for us to be more resilient and

if so what would what would that look

like and some of the kpis that we would

work with you in a discovery process is

you know how many back orders were

unfulfilled how many do we have an

increase in customer deliveries do we

tarnish our brand by having inconsistent

messages to when we could deliver and we

could say it's out of our control our

suppliers or Transportation providers

are fully booked or not available but at

the end of the day the customer holds

you responsible you can't always

attribute blame to somebody else and

then where suppliers performing well do

they have the right processes in place

to respond to the market so looking back

you probably have your favorites those

that through Herculean effort provided

above expectation and the rest who may

have failed and then we need to build

justification because you can't spend

money certainly in a recessionary period

or even if you're thriving unless you

have a clear return on investments and

the ability to show its reasonable risk

and then what what is the prize and how

it's going to impact maybe something

like earnings per share not just reduce

inventory some things are easy like if

we had a trade-off between service

levels and inventory if we want to

manage our cash we can change our

inventory Safety stock policies but then

we have an impact on services

but you can say if I decrease inventory

it's going to have this kind of impact

but there are other kpis and factors

that we need to think about right down

to user acceptance the ability for these

people to make more decisions maybe even

look at the role on FTE calculations if

you have hundreds of people involved in

planning

you can now think about how one person

could do the job of five within two

years and we think it's in front of us

if it's not happening today

um so look at you know the intangibles

the tangibles the hard dollars the soft

dollars the project momentum the risk

and then of course the expected return

and then how are you going to better

serve your customers with higher profits

and margins

and then build a vision so you can't you

have to have a goal you have to have a

stated and articulate outcome it's

easier to get money from your leadership

team if you can argue that this robots

can increase productivity in the factory

or this resiliency project is going to

improve our ability to compete in the

future but that's vague so how do you

make it more specific how do you make it

real how do you give it tangibility and

once you've identified the job to be

done you know what is the remedy how are

you going to achieve this and then we

think in today's world where we are a

little bit jaded we've had it projects

that didn't deliver on the promise they

took longer than we expected they took

all the oxygen out of the room the

creativity maybe an Erp project or

warehousing project was super intensive

super expensive and at the end of the

day you said I've got infrastructure

support and I'm better able to report

um sarbanes-oxley my my accounting but

did I improve my resiliency diet improve

my ability to serve the marketplace

so in that context of risk aversion

dually recognized how do we build

projects that mitigate risk and show

tangibility quickly three months six

month deliverables that show that it's

not a theory it's not an experiment it's

not a science project that we can

actually improve our ability to forecast

our ability to do Supply planning our

ability to balance supply and demand so

we think that the market is a little bit

jaded and the remedy is an agile

methodology with 30 60 90 day Sprints

that show achievement towards a goal and

that we then can actually deliver a

result maybe even have the first phase

of the project pay for itself in the

first year so projects like resiliency

can in fact pay for themselves

quickly and easily and if you have the

metrics in place to measure it then

you're going to be able to show the

management team that you spent the money

wisely and it was worth the effort Bob

let's take another poll

let's indeed do that but before we do we

just want to remind the audience one

more time about the question and answer

session at the end please submit your

questions in the Q a area at the bottom

center of your screen and we'll answer

those live today during the webinar now

let's move on to poll question number

four what are the difficult challenges

for your organization to become more

resilient tick all that apply

organizational alignment and change

management

availability of or commitment to new

technology

insufficient resources to implement the

vision

lack of executive buy-in

and complexity of our supply chain again

any of those who apply just check those

off and we'll see where everybody is in

about the next five to ten seconds

okay let's take a look

yeah interesting there the top one

you've addressed that already Mac it's

very important

that's right I mean a lot of the pundits

that talked about

snop as a coordinated activity trying to

marry what's good for the Enterprise

across multiple departments have always

said the organizational change is the

most difficult

um but now I think there are technology

and agile methods where that helps uh

prove the point and and build consensus

and build confidence so in the last 12

or so minutes before we open up for

questions I just want to give a glimpse

of what I think the new normal is so

when you're building you make an

assessment we want to be more resilient

justification we think it's going to

impact customer service and

profitability and we'll be able to gain

market share we have a vision that says

we're going to be able to put some new

processes in place leverage data more

specifically reduce latency improve

accuracy on how our supply chains

behaving we want to be able to give some

clear

technology examples of what the new

normal could be for your company about

the challenge we've always faced the

essence of supply chain how do we manage

variability and volatility and of course

more recently customer expectations on

you know lead times and then I'd also

like to add the dimension that we have

increasing commitment to sustainability

for good reasons there still is a hype

cycle there more intense than actuality

but there is opportunities with new

technology for us to be able to say that

if the US government says we're not

gonna we're gonna ban imports from a

certain part of the world due to the use

of slavery or forced labor we no longer

want to that cotton garments to enter in

the United States it's a appropriate

ethical supply chain sourcing decision

how quickly can you put that new change

into your supply chain at an operational

level so The New Normal you know think

about a year ago we all came in the

office and now we don't and now we have

of course time zones with our Global

Citizens we have multiple languages we

don't have the comfort of a common white

board in the same physical room so now

we're trying to make decisions in a new

framework and we don't have the informal

dialogues that we've had in the past

water cooler moments lunches with our

colleagues so now we have and then we

have those of us in our 50s who might be

in a places of power having earned it

over 30 years of business experience but

we also have the Millennials who are now

40 years old and we have the digital

citizens like my son uh who grew up with

the iPhone and they're very comfortable

in this digital world and their

expectations are different so we need to

design workflows and applications that

take into account this Global Workforce

different ages different perspectives

and reach a consensus opinion make a

decision not with Powerpoints and

spreadsheets not with white boards in a

physical room war room but virtually

connecting all of these users where each

person has a Persona a series of needs

and requirements and obligations and

responsibilities a racy model where

there's data they're going to consume

there's data they're going to provide

recommendations are going to provide how

do you do that in a single platform with

a single set of workflow rules and be

able to connect it so their job switches

from data collection and preparation for

an snop meeting for example into the

data is all there let's do the what if

scenario let's evaluate the Alternatives

and trade-offs let's make a decision and

let's track that decision the new

efficiencies ahead of us we're not there

yet but let's put the plans in place to

be there at times like this I like to

look to the research groups a one

company I admire supply chain insights

has done some fresh research here in the

summer months about sales and operations

planning as one example we can often

interchange integrated business planning

ibp with Advanced deployment of sales

and operations planning

and what this research group has said

let's look at the potholes in pitfalls

in a pandemic exercise now what are we

doing today and you know interestingly

to note that the average Manufacturing

Company in North America has spent seven

years on the Journey For Better snop

outcomes and only 38 satisfied and that

was a year ago so I think if you did the

same survey now post pandemic or we're

not through it yet but we can see the

light at the end of the tunnel with

vaccines on the horizon I think perhaps

only 20 percent are satisfied so there's

never been a better case to be able to

educate our leadership team on the

importance of getting an sop process in

place and there's some gaps that are

clearly understood and now we've got

empirical evidence to demonstrate that

there's four right here that I think are

all relevant

um to be able to do what if analysis

based on what happened yesterday how's

it going to impact our business and

what's feasible and reasonable with

visibility and to our ability to execute

not only within our four walls but

within our Network how do we orchestrate

the network

um how do we manage opportunities

there's an increase in demand okay we

have to make a full student body shift

we're going to repackage we're going to

change our distribution routes

um what's the analysis on the risk then

of course moving forward further and how

do we collaborate between sales and

finance as inputs and into the demand

planning process but also uh how do we

remove biased and improve the accuracy

of that and of course use technology to

understand what's profitable to promise

where are we managing our margin

so those of us who may have started in

the 1980s in this supply chain Arena

will remember that Oliver white was

among the first to go from mrp2 to snop

and that was a good book and in the 90s

I adopted it and so maybe the six steps

as outlined uh in our textbooks still

apply but we think it's elevated and

more important and more feasible today

so things have changed and so let's take

off maybe our intentions from the past

and now we can actualize them I once

worked for another software company that

was got a great vision about the nervous

system and we predicted that there will

be someday in the future where you can

have this visibility across your supply

chain and optimize your network and

service of your Market uh we believe a

lot of those things we were

promising or thinking about are could be

actualized in the years ahead of us so

it's much closer and of course when we

talk about ibp and snop we're talking

about the new reality and the new

capabilities that is end-to-end

visibility be connected to our Logistics

service provider and maybe suppliers one

or two deep with risk assessments

process orchestration within our

Enterprise and outside and think about

our business outside in not just inside

out and then collaborate inside and

outside the company and each of us has

our view exception based view of the

world how do we monitor on exception

based the heartbeat of our supply chain

and perform better performance by making

better decisions and then of course be

able to have the what if simulation

exercise in the event of a crisis or

Market opportunity how do we seize the

moment and then of course look at our

strategic goals and make sure we're in

alignment and look at it in both

strategically long-term and short-term

Horizons and then many of us think

because in a sense ingredient is

wherever possible automate and put

cognitive analytics into our decision

making framework and of course we're now

thinking that you don't need five

different applications and a lot of

spreadsheets you can actually go to a

single platform and have a multi-horizon

approach so that you're able to think

about your supply chain design you can

think about your capital and your your

investment plan and your supplier plan

for the next two years but then how do I

respond based on what happened yesterday

and then how do I execute hour by hour

we're now moving to a world where Supply

planning execution come together

snoe supply chain operations execution

is part of the logical consequence of an

snop process so this should be part of

the vision simplify your platforms and

applications to a common data model

in fact we think it's not just an

organizational alignment of a center of

excellence but it's a little bit broader

and deeper than that we call it the

Nexus of Excellence you know what we

want are fewer silos we want to have

homogeneous uh processes we want to have

semantic agreements so we can look at

volume we can look at units we can look

at dollars so that we can combine the

different disciplines and all that data

that we have get more of it have a

voracious appetite for data but data is

only as valuable as the insights we can

generate and the decisions we can make

and then the performance we can measure

based on having a richer higher Fidelity

picture of what's actually happening and

then of course in a collaborative model

we need to have guided workflows

so that in the relay race of supply

chain everybody knows their role place

and that you can drill down in context

right down to the shop floor down to a

machine down to a shift and be able to

make decisions on optimization and then

with this new process comes

accountability and actionable outcomes

and then of course we're integrating

both planning and execution so something

that happens on a Friday night we can

quickly before we leave office take a

look at it make a decision and then

execute on that so we come back to work

on Monday with satisfaction that the

crisis was averted and ultimately we're

talking about an empowered organization

where today's super users

will become even more influential

they'll have like a personal control

tower where one person will be able to

the decisions of five people with

empirical data available at their

fingertips uh maybe it's a lofty goal

but I certainly believe that that's

possible so one person today spend 30

times in data collection the person

tomorrow is has a wider bandwidth of to

be able to address and then to be able

to make decisions and demonstrate with

empirical evidence why they made the

decisions they did

one of the things that's new uh

something we've been talking about for a

long time digital twins the ability to

model your supply chain and to move from

just uh to a constraint based planning

and execution Market where you actually

have visibility control and influence uh

over your network

and then of course in today's market you

expect it to be highly visual with map

metaphors and kpis we've got to have an

always-on environment where we're making

plans based on interruptions and

opportunities we need to have that

visual impact to be able to make

decisions so it's actual intelligence so

that we can quickly communicate across

multiple disciplines have our kpis and

our dashboards and then be able to go

from there not in one system but in the

same system drill down and look at

what's really happening and so we're

capable and feasible of making these

decisions we have a lot of data sources

from drones and iot more than we've ever

had before it's exponential rise not all

that data is real time nor does it need

to be but we need to be able to have

access through a common workflow and

interface to be able to have real-time

updates and then we're able to make

better decisions in the form of a crisis

in case of a crisis understand the

implications and explain it to people so

we're evaluating the supply AI

variability

and we're able to reduce lead time

impact by letting our customers know and

make some smart decisions do our ABC

analysis our best customers our most

profitable customers should get a

priority list not expedite this cost a

great expense for the wrong customer or

the wrong product let's make informed

choices and be able to track the results

of those decisions we make

so in summary we wanted to introduce

today in this forum you know let's start

the journey let's work together let's

build a plan for the resilient

Enterprise take agility and then some

and move into what's the justification

what's the prize what's the job to be

done and then the vision be very

specific on how technology and good

partners are Catalyst for Innovation we

are in an innovation crisis and we need

to innovate in order to survive and

thrive and create the the resilient

Enterprise that we want many of you are

thinking about investing in the future

people process technology and data let's

bring in Partners like legility is one

of those for your consideration and

together we will create actual

intelligence across your network so you

can be more resilient and be more agile

and that's the promise of what we have

to offer today and we're looking forward

to working with you to build the plan

for the resilient Enterprise over to you

Bob let's open up the floor for

questions

let's do that and let's even as we are

answering the questions there's still

time for audience members to ask

additional ones so just click on that q

a button at the bottom of your screen

where you can hope to squeeze you in in

the few minutes we have left okay here's

question number one for you Mac can you

give an example of an Enterprise that

has thrived in this period of disruption

yeah absolutely and Tillamook is a

company here in the western part of the

U.S that's in the dairy and uh business

and there are there are collaboratives I

mean a Cooperative

um so it's not just one company it's an

entity of a lot of local Dairy Farmers

and what they had was a big part of

their business Bob was selling to

restaurants and the travel industry and

all of a sudden there were no new orders

but the grocery demand was increasing so

they had to quickly make an assessment a

ship from this demand to another demand

and as you know Bob you know a five

percent change in in demand can have a

bull walk impact impact on the supply

but when they come down to say well

we've got increased demand for ice cream

a high margin business sold through

grocery we need to change our packaging

um but now with this increased demand we

have to make some trade-offs you know

and we can't overnight grow another cow

so we have a finite Supply so how do we

margin it based on customer satisfaction

margin and other business goals and they

were able to do so in the comfort of a

single platform and they did so without

controversy because people would come to

the table they all had singing from the

same song sheet they were operating in

concert they were able to make decisions

and then they were able to enjoy it and

you know ultimately get the ice cream to

the families that were consuming more in

their comfort of their own home than

they were previously

great thanks a lot for that my firm is

heavily committed to sap we have Sap's

ibp should we consider alternatives or

stay with our Erp vendors our enterprise

resource planning vendors

oh that's a great question Bob and it's

you know the reason why we're in

business as a best degree Contender is

because erps

necessary but not sufficient

um if you have a core set of

requirements that aren't very

sophisticated and for whatever reasons

the Erp solution meets your requirements

you should probably stay the course but

Bob we're in business as our competitors

are because we have a better answer we

have a lot more vertical content in our

Solutions we don't serve everybody but

the verticals we serve we have deep

functionality so that you can connect

the shop floor to the top floor and

therefore this idea of having a single

platform that's constraint based so that

you can do what's feasible and

reasonable and be able to share that

information across departmental lines

is something that a lot of the Erp

companies simply haven't developed they

might in the future but can you wait and

a lot of times companies have said the

sap implementation has been so big and

so robust and so expensive and best

practices to stay within the house of

sap

um more people are saying not good

enough you know in fact you know Bob

just this week you know last week it was

one of our customers said we recently

came together in a virtual forum and we

decided that our Erp system is our

transaction system but our brain is

going to be in decision support in our

supply chain platform that's going to

make the Intelligent Decisions on What

markets we serve what suppliers we do

what margins we're going to get where

are we going to place deliveries where

are we going to ship product how are we

going to get the right price

um so they're saying they're doing the

shift from basically an accounting

system into a decision support network

operating model and they've decided that

now with this increase in ambition we

can't get that solution from our Erp

vendors so they're looking at us and

others and they made the decision that

we just have a better capability so if

you think this the resiliency is

important or agility is important we

find that there's some limitations in

the Erp stack so we would encourage

people to Brave outside of that sap

world and look at us and the other

companies in the in the space okay that

being the case though this next

questioner is surprised by the low

satisfaction percentage of ibp

implementation over the past seven years

can you expand on insights or reasons

behind this low percentage

yeah I mean I think first of all it's a

tough journey to get sales and marketing

and finance and production facilities in

a complicated Network to agree and to

coordinate decision making with the

great clarity and process models and

roles and definitions and the trade-offs

um so the problem we're solving for is

complexity

um which is why a lot of us join supply

chain maybe without knowing it we like

complexity we like problem solving but

think about how difficult it is Bob to

get all the warring tribes with

different incentives and backgrounds to

agree to a snop plan so organizational

alignment is tough and that doesn't go

away but with better technology if you

remove all of the spreadsheet and the

data collection Nightmare and the

friction

and re and spend more time on the

resolution less time on the preparation

and you're delegating the aggregation of

data and converting that information to

a system or a platform you're spending

more time in the consensual agreement

perspective and if you have one set of

data you'll have less conflict and many

times Bob people thought it was a good

project but then they lost momentum in

the year three so there's a lot of

reasons why it's so much dissatisfaction

in fact some companies don't even have a

real snop process but we think that

that's a Cornerstone to the resilient

Enterprise is to have a robust Advanced

use of snop okay thanks uh in the plan

for the resilient Enterprise how

important is data

well ultimately it's all about data and

collaboration and we all want we've read

the headline news from The Economist a

couple years ago and we often coined the

phrase you know day is the new oil

um so if we're thinking about or a

manufacturing company or a wholesaler or

you know whatever our company

description is we need to understand

that we're also in the data business the

data aggregation business he who has the

best information wins you know that is

sort of the Mantra of software

technology and so how do you get higher

um utilization of data how you aggregate

more data and there's a lot more data

sources a lot more syndication of data

available you know there's GPS tracking

now on shipments so what we think you

need to do Bob is create at an executive

level someone who's going to be the

curator for data it may not just to be

an I.T function it's a blend of I.T and

business because the business know what

data is relevant and it can tell you

about the mechanics of how to get it

maintain it

um but that is a Cornerstone of creating

a higher Fidelity picture is getting

access to Greater amounts of data okay

we're almost at the end I think we have

time to squeeze in one last question Max

so here it is you mentioned a resilience

maturity in your presentation is there a

way to get additional information on

these five stages for us to understand

our level and what is the economic case

for each level

just a couple of minutes or a minute or

two on that yeah yes Bob I mean we

started this kind of Consortium effort

this task force this pandemic response

team uh March of last year and we've

used customers and on customers and

experts to get together and create this

methodology so we're at version one it's

going to get better and evolve over time

and we're looking at research groups

like IDC and supply chain insights and

Gardener group to get more information

then go from some of the work that was

about agility and then extending it to

resiliency the ability to bounce back

quickly as well as have agility in your

supply chain and we've put together some

more models and so we're happy to engage

in that dialogue and what we want people

to do is do a self-assessment you know

are you in the siled ad hoc planning

environment for some or most of your

business are you opportunistic are you

responsive or are you fact

um are you managing risk adequately are

you even predictive and then giving that

texture and definition bob so people can

say in our plan for resiliency we're

going from stage two to stage three and

these businesses but overall we want to

be at stage five within 24 months again

we don't want to put goals too far out

there because technology changes and we

all have short life's lead we've got to

solve for results in a short period of

time this heightened sense of change

forces us to look at results quicker

maybe it's unfair but that's the road

we're on and be able to create these

sort of Sprints towards 30-day 60-day

90-day Sprints we're able to show some

Milestone development towards this goal

of resiliency

I would be hard-pressed to identify a

key aspect of supply chain playing and

optimization that you did not address in

this last hour Mac McGarry fantastic

presentation just full of information

that is a value to our listeners and

Beyond anyone who did not get their

questions answered in our time I'm sure

Mac would be happy to answer them

offline but in the meantime

thank you again for an excellent

presentation on 12 steps toward a

resilient Enterprise thank you legility

thank you audience for listening in

everybody have a great day

thank you