Chaos By Design
Let’s think about travel. It’s a great analogy for our supply chain challenges. You know where the event is going to be, but not when.
Let’s think about travel. It’s a great analogy for our supply chain challenges. You know where the event is going to be, but not when.
I came across an interesting discussion the other day. The initial question? Who in an organization is responsible for resource planning and scheduling? The responses
traditional planning tools are A) Not designed to do that and B) Designed Not to do that. No wonder they fail.
Inventory Positioning and the resulting Inventory Availability can prevent the negative impacts of many issues.
I can’t think of any decision, big or small, anywhere in life, where you have a 100% guarantee that you’re making the right choice.
There is always a bit of a conundrum when talking with potential clients. One common conversation sounds like, “We need to get our data clean
Because, by design, the execution is left up to individual participants. And, by design, those changes are not connected to the other players or back up to the customer due date.
We’ve all had the opportunity to arrange a small dinner gathering of friends. What can we learn about supply chain and inventory management from that
The two basic problems of inventory management: A—The supplier lead time is not achieved. B – The customer has impossible expectations and constant changes. If
Reality #1: We live in an imprecise world. Challenge #1: We have flawed data and inaccurate forecasts. Misconception #1. We think the right thing to
And since I imagine none of you would be happy without a gas gauge, then I ask you, “Why do you think Safety Stock is sufficient to manage millions of dollars’ worth of inventory?”
the more steps you have, the less likely your calculations will be completely predictable.
So, why are we still applying the solution when we no longer are facing the problem? There are only two possible answers to that.
We are looking at the wrong end of the problem.
If you’re frustrated and unable to see the path forward, it starts with inventory management and fixing the inadequate systems you’ve been forced to work with. Once you see the solution that I’ll present to you, you will never be able to “unsee” it.
Your goal is to maximize the money kept in the Saving’s account. And therefore, minimize the money in your Checking account. But don’t let the checking balance drop below zero.
Looking back, I don’t know what took me so long to realize that I have outgrown you. You never had an adaptable planning process – you only work if there is no variability.
We know intuitively that we must be agile in order to meet the changing and volatile customer demand. Why do we continue to insist that precision and the resulting chaotic emergencies are the best way to achieve agility?
