Responsiveness Versus Planning?

by Shaun Snapp on March 15, 2012

What This Article Covers

  • How does a recent article draw a distinction between responsiveness and planning?
  • What has given planning a bad reputation?
  • Is it true that companies should replace planning with responsive capabilities?

Background

In an article written by PJ Jakovljevic, called “How Much Supply Chain Optimization do We Really Need,” some interesting points are made.

 However, there have been numerous dissatisfied SAP APO customers who have had to do a lot of manual tweaking to quickly generate a feasible plan and determine order priorities, inventory allocations, and commitments. A number of these customers, who are operating in highly volatile demand arenas (and with inaccurate forecasts from the word go) and deal with many trading partners, are seriously looking at adopting response management capabilities, rather than APS.

Generally speaking, the key capabilities that are required for so-called “Response Management” offerings are the following: multi-user input and collaboration, multi-scenario creation and comparison, and high-speed analytics. These capabilities are essential for companies to quickly react to unexpected events such as a rush order from a very important customer (or, conversely, a major last minute order cancellation), a product quality issue, a supply shortage, or a production line breakdown. SAP APO does not support many of these capabilities, so SAP has had to look for a partner to satisfy these key business needs.

I agree with everything that PJ has written with respect to APO, it has greatly underwhelmed and it is an application I specialize in. In fact, as a person who worked at i2, and then migrated to APO, I can say that there has been no benefit to most companies that migrated from i2 to APO (some of the them pulled out i2 simply because it was no longer “trendy” to have i2 and it became trendy to have APO).

However, I would also say that APO certainly does not represent all vendors in the planning space. And the fact that APO cannot do a number of things that it should, should not reflect on the best of breed vendors in the space. Secondly, optimization is one method that can be applied to planning. However, it also does not define planning. Most companies that use planning software, do not use an optimizer.

Some vendors make optimization much more difficult than others. SAP is one of them. However, I have seen many lesser known vendors who do a great job with optimization. Many vendors have evolved past using cost optimization for every problem, and we now have inventory optimization and duration optimization, which are customized for their supply chain domains. This is a very important development. Customization of the optimizer per supply chain domain is one of the main lessons of the history of supply chain optimization. However, most companies don’t have access to these new approaches, in part because they are poorly advised to buy uncompetitive applications by the large consulting companies.

Planning or Responsiveness? 

There will always be a need for planning, and in fact there is no real way around it. Being responsive is good, but lead times are a reality. In fact, there may be a false dichotomy at work when contrasting responsiveness with planning. What puts a company in a position to be responsive is in fact good planning. Poor software selection in the planning space should not be used as a logical jumping off point to declare that its time to move on to something new.

A lot more could be done to improve planning implementations. Choosing better software is a good place to start.

References

http://blog.technologyevaluation.com/blog/2012/02/21/how-much-supply-chain-optimization-do-we-really-need-%E2%80%93-part-1/

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When Did What We Consider Forecasting Originate?

by Shaun Snapp on March 13, 2012

What This Article Covers

  • How does are recent article draw a distinction between responsiveness and planning?
  • What has given planning a bad reputation?
  • Is it true that companies should replace planning with responsive capabilities?

Background

Forecasting has been in existence since humans began trading and living in more complex societies. The history of forecasting and other topics unassociated with physical and tangible items such as transportation equipment have been greatly underemphasized as a historical topic. Historians have tended to focus on things like wars, kings and conquerors, but without understanding that logistics activities are necessary to support such endeavors. There are a few exceptions to this, such as the book Supplying War. History is a function of sampling, and while the works of philosophers and political leaders has been considered noteworthy, how forecasting was performed for in ancient Sumeria has not been a well-researched topic. Therefore, much of what we know about supply chain methods, record keeping, mathematics employed as been quite limited.

It is estimated by Peter L. Bernstein that forecasting in a scientific sense only began during the Renaissance. Up until that time, the future was considered in the hands of the gods. Its hard to imagine that gods were invoked by forecasters to explain why a predicted thing would happen, and quite foreign to us today. While a modern forecaster might perform detailed analysis on historical trends, forecasters in antiquity were most often the priesthood. In fact, according to David Orrell “for much of history, the same experts supplied both horoscopes and weather forecasts.” For much of human history the concept of time itself was understood in a completely different way that people do today. For instance as pointed out by David Orrell:

To Plato and other philosophers of his time, the universe was not a place of chaotic flux and change but a kind of endless repeating cycle. Like Pythagoras, Plato thought that time moves in a circle. The future had already been determined, and it was the past. Because events did not occur randomly, but were known in advance, it followed that the future could be predicted. The logical place to start was up above in the heavens.

Here we can see the beginnings of astrology. Peter L. Bernstein goes on affirm this view held by the Greeks:

The Greeks believed that order is to be found only in the skies, where the planets and stars regularly appear in their appointed places with an unmatched regularity. To this harmonious performance, the Greeks paid deep respect, and their mathematicians studied it intensely.

David Orrell:

The Greeks like others before and after them, believed that life here on earth was in harmony with the heavens. The arrival of a comet could herald drought, famine, or political upheaval. The positions of the moon and the planets could be interpreted to make predictions about the weather and the harvests. Astrology was also used to determine the optimal timing of medical interventions, and to cast horoscopes of newborn children.

While the Renaissance is where scientific methods of calculating risk seems to have first development, it clearly did not influence all of Europe. For instance, in 1600, astrology was still the major way of diving the future.  However, how about everyday forecasting, such as merchants that ran shops or brought stock to market? Most likely they were not using astrology, but applying a “moving average” on some occasions (i.e. bringing what they sold the last few periods” or a “seasonal model” bringing what they sold the same time last year). However, it is thought that formalized forecasting did not begin until the mid 1700s. This is the first type of forecasting that could be considered to have a connection to modern forecasting such as statistical forecasting. Of course consensus forecasting or judgement methods have always been used.

References

“The Future of Everything: The Science of Prediction,” Dr. David Orrell, Basic Books, 2006

“Against the Gods: The Remarkable Story of Risk,” Peter L. Bernstein, Wiley, 1996

“Supplying War: Logistics from Wallenstein to Patton,” Martin L. Van Creveld, Cambridge University Press, 2004

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Why Supply Chain Planning is So Poorly Covered Historically

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