DOWNLOAD OUR FREE Today, we all need to manage our businesses with greater focus in order to address the challenges and opportunities presented by globalization, increased competition, and savvier customers with growing demands. But are there better ways than others to plan and manage the performance of our organizations?
For 20 years, Silvon has worked hand-in-hand with manufacturers and distributors of all sizes to improve their operational planning and performance management practices. And now, we are sharing our best-practice experiences with business professionals like yourself during a comprehensive series of web seminars hosted and recorded by us during 2007 on the following business management topics:
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Today we collect vast amounts of information and need to leverage it to manage the business. But as former General Electric CEO Jack Welch said, “Too often we measure everything and understand nothing”. That being said, it is appropriate to ask some key questions about what Key Performance Indicators we should measure. During this session, various types of key performance indicators will be discussed and a framework will be presented to help you decide which ones you should track for your business.
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Learn how successful demand-driven companies are approaching the demand forecasting process! During this session, we’ll cover some forecasting essentials, help you better understand demand influences and their effects, explore various methods for using downstream data to improve the demand planning process, and discuss the key elements of a continuous forecast improvement plan. In addition, we will share some best practices in generating baseline forecasts and leveraging analytics to measure forecast accuracy, improve forecasts over time, and better manage requirements related to manufacturing, inventory control and customer service.
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A significant cost to manufacturing, distribution and retail organizations is the inventory carried to support customers and sales. Effectively managing and minimizing investments in inventory can certainly provide competitive advantage and bottom-line benefits. But accomplishing these tasks can be daunting, particularly when optimal service levels still need to be met. During this session, we will look at the key drivers of inventory, the sensitivity of each driver, and how inventory performance metrics can be leveraged to help optimize the management of this important asset. Examples of various inventory metrics will also be shown to illustrate their impact on service levels and other critical business areas.
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Effectively implementing key performance indicators requires more than just selecting the right metrics. It is a project for which success is tied to how well the system is used to manage the business. In this session, we will present some “do’s” and “don’ts” to help you avoid common pitfalls that we have seen in key performance indicator projects over the years.
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Demand forecasting is one of the most difficult processes to manage and perhaps one of the most important processes to affect many downstream activities, as well as the overall efficiency of the business. In this session, we will explain some approaches for establishing a practical forecasting process, evaluate various forecasting methodologies, share some industry benchmarks for success, and discuss key measurements that should be used in controlling the forecasting process.
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In a demand-driven environment where the focus is on meeting customer expectations, accurate demand forecasting is only achieved when a collaborative process integrates various forecasting systems. By adding performance analytics to measure the iterative plan and understand trends, along with exception processing to generate alerts, companies can become even smarter about anticipating shifts in demand. The end result of improved forecast accuracy is reduced inventory cost; better customer service and improved cycle time and fill rates.
During this session, we will discuss the key elements of a collaborative forecasting process, methods for gaining forecast consensus among stakeholders, as well as the technology needed to support the process. A demo that puts all of the discussion points into practice based on a collaborative forecast scenario will also be provided for the benefit of session participants.
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Today’s information technology has enabled the role of every member within a supply chain through tracking mechanisms and measurement system connections that yield a “global” view of the company in real time and allow them to monitor, evaluate and improve the supply chain operation. But, what should be measured by a supply chain performance system? How should it be measured? And, how should the measures be interpreted to improve the business?
This presentation focuses on understanding the relationship between operational, tactical and financial metrics using industry benchmarks, along with best-practice methods for putting an effective supply chain measurement plan into practice.