Professional Documents
Culture Documents
Science Playbook
Supply Chain
Yannis Skoufalos
P&G’s Global Product Supply Officer
120
Short on time?
Read this: TABLE OF CONTENTS
Supply chain leaders need to increase transparency The Supply Chain Landscape 04
3
The Supply Chain
Landscape
4
If we asked about Sixty percent of supply chain leaders are building three or
more forecast scenarios for the upcoming year, according
your forecasting to a McKinsey report, and even that isn’t enough to prepare
60%
those in logistics and planning for the future of supply chains.
model for next year, The pandemic broke supply chains for good. Models that
you might respond once relied on historical data are no longer reliable. Unforeseen
changes are affecting commodity prices. Errors in forecasting
To counteract the ripple effect the last year had, many logistics of supply chain leaders
and planning leaders are digitizing their workforce. You’re are building three ore more
probably doing the same and facing the same challenges — forecast scenarios for 2021.
scrambling to increase transparency, granularity, and the
McKinsey, A fresh approach to logistics
speed at which you’re able to gain insight from your data. forecasting in 2021
5 T H E S U P P LY C H A I N L A N D S C A P E
Your goal is clear: Create a supply chain that’s robust and flexible enough
to support your current endeavors and take on the next big surprise.
To do that, you’ll not only need to increase your agility and resistance
by developing a strategy with risk considerations built in from the
beginning, you’ll also need to prepare your supply chain for an entirely
new workforce.
30-60%
Logistics companies that transform their pricing could
increase revenue by 2 to 4 percent, translating to as
much as a 30 to 60 percent increase in operating profit.
6 T H E S U P P LY C H A I N L A N D S C A P E
The Widening
Gap
7
As supply chains
change, so do the Increased transparency into all the
manage them.
Granular insight to find all the data and
Leaders will need move beyond limited lines of sight.
74%
how to drive, digitization and new software don’t for those transitioning from one role to another.
automatically turn people on your team into an analyst
or data scientist. What’s more, most analytics solution aren’t one-size-
fits-all answers. End-to-end platforms require either
Future supply chains will require current professionals to expertise in common coding languages or knowledge
be deeply analytical for the first time in their careers. of a proprietary coding language. The average length
of mastery for statistical programming is 72 days,
of supply chain leaders
Many analysts and professionals in the supply chain and, for data management, it’s 84.
are looking at advanced
have some experience with descriptive analytics and analytics as the top skill to
spreadsheets. But the step up from there is steep. Even when that’s accounted for, there’s still the naturally add in the coming years
disparate nature of supply chains. Third-party partners,
Yet, 74% of supply chain leaders are looking at advanced suppliers, and customers located across the globe
analytics as the top skill to add in the coming years, and use different record-keeping systems, data collection
79% of organizations are developing training programs to methods, data storage systems, and analytical software
help their employees learn and adopt advanced analytics. — if they even have them in the first place.
11
In supply chains, where decisions One technology that makes this possible is Analytic Process
Automation (APA). Unlike robotic process automation (RPA),
sometimes need to be made in which automates repetitive tasks, and process mining, which
grabs information from event logs, APA connects disparate data
seconds, organizations don’t sources and systems, plus automates the analytical process.
14
At the end of the day, people drive value and
make decisions. But people are empowered by
the amount of data they have, how much of it Descriptive Data Science
or plan to add.
Business-ready
Applications Batch File Ingestion Trends Prescriptive Tool Docs, Emails...
Data Source Route Product Power Customer SKU Rationalization Echelon Dynamic Demand
Governance Analysis Ranking 360 and Clustering Analysis Forecasting
15 THREE BLUEPRINTS
Blueprint #1: Granularity
A LT E R Y X A P A P L A T F O R M
This blueprint represents a generic use case scenario for reporting automation
16 THREE BLUEPRINTS
Coca-Cola
17 THREE BLUEPRINTS
Blueprint #2: Transparency
A LT E R Y X A P A P L A T F O R M
This blueprint represents a generic use case scenario for reporting automation
18 THREE BLUEPRINTS
Ingersoll Rand
Increasing transparency
and reporting company-wide
READ STORY
19 THREE BLUEPRINTS
Blueprint #3: Automation
A LT E R Y X A P A P L A T F O R M
This blueprint represents a generic use case scenario for reporting automation
20 THREE BLUEPRINTS
Amway
21 THREE BLUEPRINTS
How Customers
Use Alteryx to
Solve Supply
Chain Obstacles
22
Because the Leaders in logistics and planning need an analytics strategy and platform
that allows them to proactively develop forecasts for multiple scenarios
Integrations Include
future of and provide the agility to pivot the moment something changes. They
also need it to shorten the learning curve for their teams and reskill and
supply chains upskill them to handle the upcoming changes to supply chains.
Jamie Beason
Get the Full Story Get the Full Story