Category: Supply Chain Planning

Are you ready for Disruptive Innovation?

Can disruption and innovation go hand-in-hand? I often wonder about this, as I hear the word ‘disruption’ quite often. Over time, I have come to understand that disruptive innovation is characterized by two attributes. One, the new innovation is a new way of doing business within an established industry. Two, this new way of doing business is in direct conflict with traditional methods. The advent of internet banking and cab aggregators are a few common examples of disruptive innovation: for instance, cab aggregation is not just a novel way of doing the business of taking people places but is a new business model that is in direct conflict with existing modes of road transport across the world.

Extending the example to procurement, the emergence of blockchain creates a situation where every single supply transaction can be protected by the ‘influence of the many’. In other words, for any changes to be made to the data stored via this medium, consensus must be obtained. Examples of transactions include the issuance of a purchase order as a legal contract and the transfer of asset ownership.

This can be compared to the way nuclear codes work – a launch can happen only when everyone with the secret code enters it accurately.

It is perhaps safe to say that disruption in all traditional industries in general, and in procurement, in particular, is not just inevitable and something to be dealt with, but even desirable. Disruptive innovation using technology has the ability to transform the Supply Chain as we know it, be it through increased transaction security or by increased accountability at each step of the way.

“Thus, businesses will find that using innovation, they can reduce the cost of doing business, do it more efficiently and build a more sustainable solution that doesn’t bleed money and also provides long-term results.”

Are you ready? This is what disruption in procurement looks like, and we’re only skimming the surface here. Do note that most of these advancements already exist in the market.

Spend Analytics: Can you use AI to classify spend data? Products like Spend360 allows you to pinpoint every single spend on suppliers, understand why one method costs more than another and allocate spending so as to make most business sense.

Risk Management: By analyzing data from a company’s own portfolio of suppliers, as well as historical data from the industry, some products can predict the type and level of risk in procurement at each stage of product development. Such a solution can enable you to attach a premium to the risk, or to find ways to remove the risk from the system entirely.

Supply Intelligence: Churning data from millions of market sources enables products to accurately predict the price of most common supply commodities, including metals.

If this is already happening, you’d want to know what can be expected. Outrageous as the ideas themselves may be, no one ever thought blockchain could find such widespread acceptance. We can expect data to help us attach value to each sourcing operation, down to the molecular level. This can save businesses huge amounts of capital. IoT will also have a role to play in offering granular visibility across the procurement and manufacturing process by accounting for every single component digitally.

Research shows that in as less time as the next three years, traditional industry practices need to find a way to become complementary to disruptive innovation. Innovation would become the new norm around which traditional models work. Is your business disruption-ready? Here’s how to find out.

  • Do you accept that the face of the industry is about to change and that change is already underway? Every leader must look as far as ten years ahead into the future and be able to anticipate the realities of that time. Only then will the business have enough time to accept or challenge the disruption in their domain.
  • Do you have a personal impact matrix? Such analysis can help identify one or two key disruptors that would impact the business most severely. These aspects can then serve as the starting point for internal review and innovation.
  • Does your value proposition hold value down the line? Remember, disruption can make people go out of business overnight. With the advent of retail management systems and e-commerce, we are already seeing a reduction in the need for manpower. Evaluate your value proposition across a broad time period.
  • Can you disrupt the industry? If you have a revolutionary idea, it is best that you put it into practice first. This can give you an edge in the current market and put you first in the race in the future as well.
  • Are your departments integrated? Business intelligence is sourced from every single department in the business. While most manufacturers look at investment vs. output, it is time to measure the output against marketing spend, Supply Chain delays, product satisfaction and other KPIs independently and also as a consolidated result.
  • Are you willing to step out of your comfort zone? Some procurement companies find that they need to step into other industries, including but not limited to information technology and software development, in order to be able to cause a disruption or survive it. Business leaders with a pan-industry perspective are more likely to succeed in this endeavor.

5 Reasons Why You must Align Change Management to Supply Chain Implementation, Right Now!!

Do you know what’s the worst part about change? It changes your daily work schedules. Suddenly, you no longer like the new things. It’s like waking up to a whole new world, out of the blue, one morning. Except that this change happens over a period, without you realizing the small-but-consequential steps till suddenly, you’ve transformed to a new routine.

“Change is inevitable”. Of course, it is. Of course, with dynamic process changes and systems automating administrative activities, it is imperative to change. However, the key trick is “How to manage the change” you can either make it exciting or harrowing for the users because, hey “lets shut the current system” and enforce employees to use a NEW System cannot guarantee transition. Here’s why organizations must look at benefits for aligning change management to Supply Chain implementations.

1. Reality Check – Conducting Change Readiness Assessment
The first step for implementing a change management approach for Supply Chain projects is assessing the current state of your business and its processes. This phase is often termed as “getting-ready” period. During this phase:

  • Assess the scope of the change, including: how big is this change? How many people are being affected or radical changing?
  • Assess the readiness of the organization impacted by the change, including the value systems? How much change is already going on?

Change Management strategy is direct result of these assessments and degree of risk your organization is or likely to face. For eg. For a large change project, organization will entail more risk in comparison to a smaller project. These assessments provide you change management efforts.

2. Do you have people by your side? – Get BUY-IN

To have successful ERP implementation, there needs to be complete buy-in, especially for business transformation projects which may require significant cultural changes. This includes both leadership team and users/employees.

Leadership Team

First and foremost, step is to establish the project goals and what are its key impacts. Without your entire management team aligned to the idea of NEW System/process, don’t even think about an implementation. Supply Chain transformation impacts an organization’s buying way and no way would the leadership move a step without knowing its impact and how it fosters savings, etc. to name a few benefits.


For a moment let’s assume a new system went live today and there were zero technical failures encountered on the first day. Successfully implemented, right? However, on the other hand few employees used it on the first day. Mixed emotions about the situation eh? It is believed that the success of any project is measured by the adoption rate but how much attention was given to this area? Minimal? Employee buy-in is most crucial because if your employees aren’t going to end up using a new system, then there’s absolutely no reason to implement it. Will people utilize the system? Would this be of any benefit to their current working? If the answer to any of these questions is no, then influence/persuade the masses. You can try following these steps:

  • Show the system benefits, step by step
  • Highlight any time-saving features
  • How it reduces their efforts

3. Don’t Drop the Ball: Have a Consistent Communication Plan

You may have heard that messages need to be repeated five to seven times before they are cemented into the mind of employees. This is because each employee carries a variant readiness to understand change. Therefore, effective communicators: the audience, what is said and when it is said need to be crafted. For e.g. benefits of the new process/system and how it will improve their daily work management. The element of “What’s In for Me” is critical for employee understanding. In case your understanding of communication is limited to emails as a medium then you must look at alternative options for reaching out to employees. Change management uses more than 100 techniques like posters, webinars, online videos, etc. to reach out to employees. These mediums are interactive and hold onto their interest. Formalizing a communication plan has helped in boosting employee adoption process.

4. Collaborative Learning: Training
For a moment think, all your employees write from right hand and one day they are asked to ONLY use left hand for writing. How would they feel? Discomforted? Slow on productivity, right? Now consider following a new process/system for buying? Employees will be LOST. They require handholding, consistent training to adapt the new way of working. Remember, having one classroom training will NOT be enough for their learning curve.
Change Management suggests following methods for devising a training methodology:

1. Instructor Lead Training Workshops
2. Activity Walkthroughs
3. Live Demos
4. FAQs
5. Access to Test scenarios or online trails
6. Live Q&A

MOST IMPORTANTLY, be open and honest about employee feedback. Talk to them over coffee for instance and keep gauging their review(s) to measure success/failure.

5. Don’t react without listening: Assessment and Evaluation

Listening is an Art. But, do we listen to understand or we listen to react? In the final step, we look at evaluating the efforts and lessons learnt during implementation. While surveys are the easiest way of reaching to employees to assess, this phase also includes celebrating early success, conducting after-action review, and transferring ownership of the change. How are employees responding to the change, has their work output been positively affected? At this point change management stands back from the entire program, evaluates success and failures, and identifies learnings for improvements. After all, change is a journey, isn’t it?

To summarize, change management emerged from wings and has now occupied center stage for not just implementation of large/medium/small size Supplier Chain project(s) but also simplifying what’s changing, categorizing target audience, their communication and training plans and most importantly in ensuring a seamless user adoption after implementation.

1. Quote by Benjamin Disraeli
3. Change Management by Jeffery M. Hiatt

Blockchain and Distributed Ledgers: Business Imperatives for a Supply Chain

Ever since Bitcoin – a cryptocurrency and online payment system using virtual currency – made inroads in 2013, Blockchain (the technology behind the Bitcoin platform), has grabbed attention of all. This is because Blockchain technology is extendable across industries, and is not restricted to Finance. In fact, it will be prudent to say that Blockchain technology can be extended to any transaction that has value – money, property, and goods.


I think that Blockchain technology is going to create a remarkable impact on the way we do business in the future.

What exactly is Blockchain technology?

A Blockchain is a distributed ledger of records that is tamper-proof. It is a decentralized database, which can be viewed by everyone who has access to the Blockchain network. How does this work? All stakeholders connected with a transaction or “block” can see it. Once all concerned stakeholders arrive at a consensus and approve the transaction, the block is updated cryptographically, after which it cannot be deleted or modified in any way. The next block simply sits on top of the previous block, thus creating a chain of records that is shared with all stakeholders.

Eliminating middlemen

Every transaction requires only the concerned parties, and does not need any intermediary, resulting in saving precious time and cost. For example, smart contracts using Blockchain technology can automate contract execution for terms of agreement between two or more parties. Besides financial transactions, identity management, electronic voting, supply chains, royalty payments are just some of the areas that Blockchain technology can facilitate and disrupt.

Blockchain technology with distributed networks represent a true peer-to-peer exchange of everything. This explains why it has generated so much of interest and investment.

Blockchain in Supply Chain

Supply chain networks will derive tremendous benefits from Blockchain technology, and I believe that it’s just a matter of time that we see huge strides in this space. IT and Retail majors are already looking at applying Blockchain technology to Supply Chains very closely. According to a Wall Street Journal Report, Wal-Mart is running a Blockchain technology pilot in the first quarter of 2017 to track and trace pork in China and produce in US – two of the high-volume product categories in the largest markets. Closer home, our parent company – The Mahindra Group – has piloted Blockchain technology to improve its supply chain finance business. We expect that use of Blockchain will significantly reduce time taken for invoice discounting.


Typically Supply Chains speed and agility is impacted due to lack of transparency, trust and gaps in technology. Blockchain technology has the potential to disrupt supply chains by providing this open, yet secure ledger leading to a transparent chain with reduced risk and increased trust.


Add Transparency to your Supply Chain

Blockchain technology can be used to add transparency at every stage in the Supply Chain. Product movement can be tracked across every node in the Supply Chain, till it reaches its final destination, providing real-time visibility into the supply network. At every stage, only the concerned parties are signing-off on the transaction. You could also track high-value items, verify product authenticity and automatic certifications. The possibilities are endless.


Become Agile and Efficient with Smart Contracts

Smart Contracting will let two partners sign a contract by approving each other’s terms. A seller can publish the pricing, terms and conditions, discounting and any other relevant information, and any buyer on the Blockchain can find a suitable contract, and sign off on it. The network becomes more efficient, and there are no process overheads since there are no intermediaries. I think Smart Contracts will completely disrupt Supply Chain networks in the near future, and change the way people do business.


Build Trust and Opportunity

Supply Chain networks that use Blockchain technology will build trust amongst all parties involved. Since the chain is transparent, all parties can see previous transactions. This means that sellers will know which buyers will pay on time. Consequently, new business deals become easier, the chain improves in efficiency, and reputations are built based on transaction history.


Improve Quality and Get Proactive with Smart Products

As Supply Chains become more dynamic and alive with IoT integration, adding Blockchain technology to your network will more than double the benefits. Imagine IoT-enabled products sending information directly to the blockchain, which in turn lets manufacturers see real-time product performance. The information is authentic, in real-time, and will let manufacturers see faults as they occur. Not just that, they can also be proactive, improve service levels and product quality.


Blockchain technology can help build agile, trustworthy and cost-effective Supply Chains.

Are we witnessing a technological revolution in progress?

In my opinion, we’ve just touched the tip of the iceberg – much has been happening, and will happen with Blockchain technology. A gamechanger that may unfold slowly, albeit surely over the next decade or so, Blockchain technology is likely to have far reaching implications on every digital transaction we make in the future.

That being said, the Blockchain concept is really new – so both the technology and model will need a lot of work. Tech majors or edgy startups – everybody believes that Blockchain technology has real potential – and if it goes the right way, it will cause more than a minor upheaval in business in the years to come. Blockchain technology is likely to change both business-to-business and business-to-consumer interactions.

The Supply Chain industry definitely stands to benefit from Blockchain technology. As I see it, we must adopt, adapt and deliver the best possible value to our customers.

Sustainability: Where Do You Strive for It in Your Supply Chain?

I’m on my flight home from the Supply Chain Insights Global Summit, where Lora Cecere welcomed global supply chain leaders to imagine The Supply Chain of 2030. Presenters shared examples of Internet of Things (IoT), robotics, and how they are digitalizing their supply chains. Themes emerged, such as the importance of talent, the need to better combine business process teams with I/T, and the significance of long-term strategy. One topic arose this year in almost every presentation: Sustainability.

Two separate speakers said the same words: “Sustainability is our DNA” – and they showed data supporting this. But how often do most supply chain leaders think of their efforts in terms of sustainability? How do they lessen environmental impact, add social value and reduce risk without weakening economic performance? The need for greater transparency pushes companies to show where they are actually making meaningful improvement instead of just saying the right soundbites. The supply chain is a critical component of a company’s sustainability efforts.

Lean manufacturing, inventory reduction and transportation optimization are an obvious start. As the supply chain becomes more orchestrated around automation, waste will be reduced and processes will be more continuous. 3D printing is decreasing consumption. Developments in biochemical engineering are reducing volatility. Operational excellence will require companies to push towards more sustainable practices.

Jeremiah Owyang, founder of Crowd Companies, spoke about embracing the autonomous supply chain. He shared how self-driving vehicles will revolutionize not only automotive manufacturing and driver services; industries from hospitality to health care will evolve. This single example will have a huge effect on sustainability – beginning with the reduction of emissions and the transition to electrically powered cars – and going well beyond automobiles. Municipalities will also evolve as grey concrete can “make way for green space as ride-sharing in self-driving cars forces cities to reconfigure developments.”

Our move to a Collaborative Economy is all about sustainability – getting what we need from our communities. New platforms have enabled us to leverage and give new purpose to assets already in existence. Supply chains will need to invite disruption and businesses will need to embrace permanent change to be sustainable in the long term.

Organizational Change Management for Supply Chain centric Organizations

In today’s dynamic business environment, change and evolution are essential for the success of any organization. In supply chain centric organizations, change is generally triggered due to changing economy, changing business models, and ubiquitous digitization. Additionally, today’s consumers are more demanding and they want to ensure the products they purchase are of indisputable quality, dependable, and responsibly sourced. That is changing our clients’ businesses, and to stay competitive, we need to adapt accordingly. Change, as we know, is critical to staying relevant, retaining our customers, and sustaining profitability.

The process begins at identifying what change is required and what will drive it. Once that is frozen, a comprehensive change management strategy needs to be crafted through discussions with an organization’s senior management, and a plan should be put in place. Once we have a strategy and a plan is in place, it is essential for leaders and senior executives to be actively involved in the change process. Leadership involvement in change management is necessary to drive change in mindset within the organization. Leaders need to effectively communicate why the change is required, the benefits of the change, the vision, and the strategy throughout the organization.

After the strategy is created, we should develop a communication plan that is easy to understand, and involve employees in the change process. Right from the initial communication that warms up and informs the employees about what’s coming, they should be kept informed about the progress regularly. A strategy-based, properly communicated, systematic approach to change helps in availing support from all the levels in the organization. Another aspect for successful change management is to encourage people who adopt change rapidly and identify them as change ambassadors or change agents. Ideally, those people should be mid-level managers with direct control and visibility of day-to-day business of the organization.

Furthermore, a detailed business case should be developed for each initiative or phase of the change. The business case should also identify risks and have a risk management plan, defining the steps to take in case issues arise. Many organizations choose to pilot transformational change in a particular location or business unit before rolling it out across the organization. The pilot-and-expand approach is mostly useful for organizations with multiple, large and complex business units. The approach also helps tweaking the change management plan if required. Consequently, the implementation process requires strong governance and clarity of the roles and responsibilities within the organization. Well-defined roles and responsibilities across individuals within the organization help get employee buy-in and avoid confusion.

As part of the change, organizations must implement metrics that will reinforce the desired future state and sustain the new performance level. Just measurement is never enough. Incentives are also necessary to encourage adoption and success. The right incentives/rewards/recognition plans should also be implemented to ensure that employees feel directly benefited through the initiative. The right incentives go a long way in ensuring quick and successful adoption of the change at all levels in the organization.

However, it is important to remember there are no short cuts for successful change management.

Bristlecone Pulse 2016 is our premier supply chain customer-facing event to be held in the coming week at San Jose, California. Do drop by to hear top experts and industry leaders who have mastered their supply chains. Listen to our keynote speakers – Marc Randolph, Netflix Co-founder, Executive mentor, and Angel investor; Nick Vyas, USC Marshall Center for Global SCM; Adhir Mattu, Transformational CIO; and Rob Quinn from Cepheid. I am also excited about our Gartner-hosted Panel Discussion that will help learn various customer-success stories from our customers.

All in all, an exciting week ahead and possibly more tips on organizational supply chain management too.

Traversing The Last Mile Barrier

Investments in business automation technologies are made by organizations as a means to reach a goal, the objective being overall success of their business. So if the solutions deployed do not deliver the required end results then there will be no realization to justify the investments. Last mile connectivity of enterprise systems is a barrier for many retail and consumer products supply chains, as there are multiple entities involved including suppliers, retailers, third party logistics service providers and all the other stake holders in the chain.

Business partners in a supply chain are important nodes of the chain and each one is operating independent businesses and business units. They all need to come together as a single virtual entity to ensure that products and services reach the consumer. It doesn’t matter to a consumer whether he shops in a store or online. All that they want is a consistent streamlined experience.

In the last few years, the business scenario has changed tremendously to accommodate mobile, social media and retail store channels. Buyers have the flexibility and convenience of shopping through multiple channels and multiple options to choose the solution that is best fit for them. This is prompting consumer product supply chain companies to adopt omni-channel approaches.

When different entities come together and trade together the Last Mile Connectivity must be ensured. By Last Mile Connectivity, I mean, connections to various systems that are run by entities who are outside your network. These connection are essential for smooth information transfer and streamlined business operations. There are multiple business and IT drivers that directly affect the last mile connectivity. Business drivers including Mergers and Acquisitions & New Product Introductions, and IT drivers such as implementations of new supply chain systems, warehousing and transportation systems, as well as maintenance of existing applications in the form of upgrades, patches, etc. have a direct impact.

Despite all the internal and external market scenarios providing a seamless Omni-channel experience to customers is key. It is very important to have a comprehensive supply chain integration solution roadmap that is easy to rollout, manage and provide agility. Ultimately, your business success depends on the availability of timely and accurate data about your products and services reaching your consumers. Vice Versa, actionable insights on how customers’ purchase your products can help transform your business strategies and generate higher value returns.

Accelerating Productivity Needs of Supply Chain Reference Model Initiatives

As many of our readers may be aware, the Supply-Chain Operations Reference Model (SCOR) was developed by the Supply Chain Council (now APICS Supply Chain Council) to assist multi-industry and organizational supply chain organizations make meaningful and rapid improvements in supply chain business processes. This model’s methodologies describe The plan, Source, Make, Deliver and Return  activities associated with supporting  customer and business fulfilment needs and have become a common language to articulate industry supply chain capabilities.

We all know that today, industry supply chains are driven by customer requirements and service needs, and the SCOR model is a tool that helps organization’s with a single standard reference upon which to understand the processes that make-up the supply chain along with their relationships to performance metrics. The power of SCOR is that it does not document the supply chain in the lens of functions (planning, procurement, manufacturing, logistics, etc.) but rather that of business process inputs and outcomes.

This author has been both trained in SCOR methodologies and has volunteered in various positions of the Supply Chain Council, including being a prior member of that organization’s North America Leadership Team. I can therefore attest that SCOR is a rather versatile tool that has assisted many industry and service focused supply chain teams to describe the depth and breadth of their supply chains as well as provide the basis for supply chain improvement or transformational initiatives.

The multi-level SCOR framework maps all customer interactions, all physical and informational transactions, planning and fulfilment processes. SCOR is a hierarchical and highly defined model which can capture the detail of supply chain processes with their relationships to the all-important performance attributes of responsiveness, agility, cost or assets associated to a supply chain. Those teams that have had experience with SCOR know that the real power of the tool is in understanding how all processes relate to one another and where processes need to be adjusted or modified to meet changing business or customer requirements. SCOR is an important tool that brings detailed understanding of the entire makeup of a supply chain, including best practices derived from other multi-industry supply chains.

The power of a comprehensive process definition tool is in providing common taxonomy and detailed cross-organizational and management understanding of the many supply chains that can exist within a particular company. Too often, teams get bogged down in documenting and updating the SCOR framework models which takes away from broad cross-functional support and from the timeliness or effectiveness of the framework as a reference to support decision-making. This is where technology can provide needed assistance.

Supply Chain Matters has previously called attention to highly focused system integrators, such as Bristlecone, who have developed self-contained service offerings that address very specific business needs. These are fixed-cost, managed scope application accelerators developed from prior successful implementations and industry best practices.

To assist firms that utilize SAP’s supply chain management applications the BristleconeStore offers ProcessesNow, a series of pre-built process maps based on the SCOR framework. ProcessesNow provides a central repository of process maps that extend the SCOR model by additional three levels.  It uniquely links these processes to the various transactions within SAP’s APO or Oracle’s Demantra planning application helping teams to better align the process maps with the transactions that enable them, hence, enhancing user adoption of the related planning solutions. Teams can interact with SCOR models both online and offline utilizing an easy to navigate expand and collapse structure.

Another neat feature is that Bristlecone has augmented ProcessesNow to support certain industry unique process needs. According to Bristlecone, this tool can typically save 4-8 months of framework documentation efforts, allowing teams to more productive time to analyze and iterate their SCOR models, and the tool itself typically can be installed in about a week. As with DemandPlanningNow which has previously highlighted, this application is built upon acquired knowledge, best practices and technical expertise acquired from prior supply chain implementations.

Accelerate User Adoption of Supply Chain Solutions

Enterprises invest many man-years and millions of dollars on leading supply chain solution implementations to streamline processes and improve efficiency of operations. The standard solutions address majority of the functional requirements, but the ‘one-size does not fit all’ argument holds true. Basic implementations, without some level of customization, leave functionality gaps that reduce process efficiency and affect user adoption. Typical out-of-the-box solutions address 80%-90% of the solution requirements.

SAP, the market leader in supply chain solutions, provides a robust platform and best-of-suite solutions. However, in the SAP solutions range, there are certain distinct functionality/usability gaps or “white spaces” in business processes related to supply chain planning, which create inefficiencies and impact user adoption. In order to increase user adoption and realize maximum value out of the SAP investments, these gaps need to be addressed.

With over a decade of experience in the supply chain industry, Bristlecone understands the problems faced by end-users of supply chain solutions. We have, with our consolidated knowledge of customer requirements, conceptualized innovative solutions. These solutions focus on reducing the time required to realize value and increasing user adoption. These solutions are now available on the Bristlecone online store,

Some of the solutions on the store are accelerators that will help jump start an existing initiative, such as a business process transformation. Others are ready-to-deploy solutions that reduce effort and cost by as much as 80%-90%.  They have been built and packaged so as to enable deployment in less than 8 hours. The store portfolio includes applications that improve data quality, enable real-time planning data, extend ability to work online and offline on planning solutions and provide simple and flexible user interface.

The Bristlecone Store gives you a comprehensive product portfolio that is aligned with your SAP Supply Chain Management investments and helps to reduce the total cost of ownership. Following are some of the solutions on the Bristlecone Store.

  • PlanalyzerTM is a self-service dashboard that enables real-time analysis and reporting of planning data by reporting data directly from APO live Cache.
  • Demand PlanningNowTM provides the benefits of SAP APO and enables users to work both online and offline with the ease of an MS Excel user interface.
  • ProcessesNowTM provides pre-built SCOR based planning process maps, saving ~70% of cost and effort compared to in-house development.
  • Manage DataNowTM enables validation of all SAP APO Master Data, from products to transportation lanes improving your data and planning result quality.
  • Manage FreightNowTM is an SAP ERP centric comprehensive solution with pre-defined business rules guide selection and grouping strategies for deliveries to optimize freight costs.

For the complete list of solutions on the Bristlecone Store, visit:

Join us for a webinar ‘Accelerate User Adoption of Supply Chain Solutions’ to learn ways to:

  • Diagnose white spaces in your standard SAP solution
  • Optimize SAP investments with ready to deploy solutions
  • Improve usability and accelerate user adoption
  • Gain faster ROI by minimizing development and training efforts


Jessie Chimni – Jessie is the Vice President and Chief Solutions Officer of Bristlecone. He is responsible for driving the company’s solution portfolio roadmap and leveraging its world-class intellectual property and subject matter expertise for the benefit of Bristlecone’s customers. Jessie has expertise in the areas of supply chain management and business intelligence processes and solutions, particularly in the electronics, semiconductor and CPG industries.

Click here to register for the webinar,

Webinar on Improve Forecast Accuracy And Realize Better Returns From Your Oracle Demantra

Webinar on Improve Forecast Accuracy And Realize Better Returns From Your Oracle Demantra

Would you like to know how inaccurate forecasts affect your supply chain? Would you like to discuss the different factors that affect forecast accuracy? What are the different Forecast Accuracy measures and their practical usage? Would you like to know how Oracle Demantra engine calculates forecasts? And most importantly, what are the steps you can take to improve the ROI on your Oracle Demantra Implementation?

Well, good news for you! We have a webinar planned for the 27th of August from 9 AM PDT to 10 AM PDT which will help address all these questions.

The webinar will focus on the different methods to improve forecast accuracy and will be presented by none other than our Value Chain Planning experts Abhijat Dutta and Vaibhav Sharma. With years of implementation and consulting experience, both speakers have good exposure in a wide range of industries.

Organizations worldwide struggle to get the desired forecast accuracy. A good forecast can help reduce supply chain risks and improve the efficiency of all downstream processes such as Sales and Operations Planning (S&OP), Supply Planning and Inventory Control. Though there are numerous measures to improve forecast accuracy, it is important to identify the measures that suit your business needs. Join us for the webinar and learn in-depth business insights about improving forecast accuracy.

To register for the webinar, click here.

Three Major Keys SCM Can Offer A Biotech Company

The biotech industry continues to grow, despite the ups and downs in the global market, and is one industry that offers great potential for rapid growth to newcomers who can deliver high quality products. Most biotech companies started out as small research and development labs just a few decades ago, and the almost meteoric growth of the industry has turned them into a multi billion dollar venture that now sell their products in multiple countries. With a growing business, and ever increasing product demand, it is only natural that biotech companies partner up with supply chain vendors in order to streamline their product manufacturing and delivery process.

  • Ensuring reduced occurrences of stockout, while reducing overall inventory
  • Ensuring greater correlation between the operation planning and predicted demand
  • Bring down project management cost for clinical as well as non clinical processes

A specialized vendor can do wonders for a biotech company, and ensure that the company enjoys high operating margins, and has to face fewer instances of stock outages and product delivery delays. There are three main ways in which a supply chain can help the company:

1)      Helping the biotech company get rid of the lab mentality: Sure, most biotech companies today started as labs and grew into immensely successful enterprises. But with the growth, a change in attitude is needed, and biotech companies need to move past their entrepreneurial beginnings, and incorporate some solid business plans. A supply chain vendor can provide a top down analysis of the company to make his task a whole lot easier.

2)      Smoothening out the operational issues with third party vendors: Once a biotech company has formulated a product and devised an easily made compound, the order for mass production of the compound is then usually handed over to a third party manufacturing organization. While such a partnership makes scaling up of the operation more efficient, there is also a major drawback to this approach, since the visibility into the manufacturing operation of the third party vendor is severely limited. A supply chain vendor works closely with the biotech company as well as the manufacturing organization to ensure that the demand and supply processes are always in sync, and that the biotech company does not have to deal with a stock crunch.

3)      Ensuring standardization of the company’s work processes: Biotech companies generally start off as startups, and therefore, often have a business model that was developed in parts, and has not really been designed keeping efficiency in mind. A supply chain vendor will ensure standardization when setting up and optimizing the supply chain, thus ensuring that the various departments of the company can work with greater cohesion, and are in tandem with each other.