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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I'm Shaun Snapp and I am the main author and editor at SCM Focus. I have researched the history of supply chain planning for several books. I also believe that history should be used to adjust future implementation decisions.
Interested in practical ways to improve the management of your supply chain planning software? The soon to be published SCM Focus Press books cover demand planning, supply planning and inventory optimization and multi echelon planning.
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