Transforming Integrated Planning & Supply Chain Processes with Augmented Intelligence Capabilities

In conjunction with the announcement, o9 released an eBook titled, “Who Gets the Cheese?”

Aptly named after one of the greatest business books of all time (Who Moved My Cheese?), this resource details one of o9’s systems for optimally allocating resources across initiatives and brands at consumer goods companies.

Founded by executives, practitioners and technologists that have led supply chain innovations for nearly three decades, the o9 team has been quietly developing a game-changing Augmented Intelligence (AI) platform for transforming Integrated Planning and Supply Chain processes.

The team has deployed the AI platform with select clients, including:

  1. Bridgestone Tires
  2. Asian Paints
  3. Restoration Hardware
  4. Party City
  5. Del Monte
  6. Aditya Birla Group
  7. Caterpillar
  8. Ainsworth Pet Foods

Speaking on behalf of o9 Solutions, Co-founder and CEO Chakri Gottemukkala said, “While executives we work with hear the buzz around technologies for data sensing, analytics, high performance computing, artificial intelligence and automation, they are also living the reality of slow and siloed planning and decision making because the enterprise operates primarily on spreadsheets, email and PowerPoint.”

Read more at Transforming Integrated Planning & Supply Chain Processes with Augmented Intelligence Capabilities

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The Next Revolution in Supply Chain Management

In the first revolution, the concept of supply chain, as opposed to logistics, was put forth. Constraint based optimization tools for the extended supply chain were developed to support the new philosophy. As this was going on, Lean and Six Sigma approaches to improving capabilities, not just at the factory level, but in other internal departments, as well as across the supplier and 3PL base, were gaining in strength.

It took a while, but it was recognized technology was not enough. The key process in SCM is the sales and operations planning (S&OP) process that balances supply with demand intelligently. S&OP itself is going through a second rev and we now talk about integrated business planning (IBP), a form of S&OP that is more closely aligned with finance. A related “revolution” that improves the demand half of S&OP is based on the concept of demand driven supply chains; this is the idea that it is important to not just create a forecast based on historical shipments, but having real visibility to demand at the point of sale to improve demand management.

In recent years, the topic of supply chain risk management has emerged and new processes and ideas have begun to be codified and turned into a distinct discipline. An emerging topic is supply chain sustainability; and indeed in many corporate social responsibility reports the topics of both supply chain risk management and sustainability are addressed.

Read more at The Next Revolution in Supply Chain Management

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