Finance and supply chain: These two essential business functions speak different languages and live in different worlds. Both contribute mightily to the success and the profitability of their companies, in their own ways. Manufacturers need to get them to synchronize if they are to survive and succeed — and to achieve the agility and the resilience everyone strives for coming out of the pandemic crisis.
Tuesday, November 10, 2020 12:00 to Wednesday, February 10, 2021 12:00
This year has been transformational for supply chains. Many topics that were top of mind yesterday have now been almost forgotten due to rapidly changing priorities. One topic, however, remains constant: sustainability.
Some of the world's largest and most innovative companies embrace sustainability and corporate responsibility across their organizations and value chains. But companies often measure and manage their sustainability performance with – at best – inaccurate data. This means that any improvement may be a statistical artifact.
Join AWS, HERE Technologies and our guest speaker from Bosch to discover how real-time data and location technology can help you build a more sustainable and efficient supply chain.
Watch the webinar and learn how to:
1) Leverage reliable data to measure and improve your CO2 footprint
2) Use the power of location to do better what-if analyses
3) Track the performance of your logistics vendors to drive SLA improvement.
Peter Kueth, Senior Product Marketing Manager, HERE Technologies
Adam Roark, Worldwide Transportation & Logistics Industry Lead, AWS
Andreas Leiting, Director, Bosch Connected Mobility Solutions, Bosch Group
Thursday, November 19, 2020 12:00 to Friday, February 19, 2021 12:00
Hear first-hand experience from Lennox’s supply chain management director about implementing SAP Integrated Business Planning.
Lennox International is a global manufacturer of heating and cooling systems, who chose to deploy the SAP Integrated Business Planning for Response and Supply solution. With SAP IBP, Lennox is now able to support strategic, tactical, and operational supply planning with a single solution. Don’t miss your opportunity to attend this live session and ask your questions to Lennox in real time during the webinar.
SAP Integrated Business Planning is a leading cloud-based supply chain planning solution. It combines capabilities for sales and operations, demand, response and supply planning, and inventory optimization. The solution helps to optimize supply management with plans based on prioritized demands, allocations, and constraints such as production capacity.
Tuesday, December 8, 2020 12:00 to Monday, March 8, 2021 12:00
In times of uncertainty, it's critical for you to plan and re-plan quickly across your whole enterprise, including sales, operations, demand, supply and finances. This session will focus on the increasingly important role of integrated planning.
Join Oracle and SupplyChainBrain to discuss key insights from analyst firm IDC and Oracle customer, Juniper Networks, around how to:
- Plan faster and shorten cycle times
- Get unified access to the right planning data
- Use advanced technologies like sensory data and machine learning to improve results
- Take advantage of unified applications to look beyond your own sphere for a company-wide view of the business
- Jeff Stiles, VP of SCM Product Marketing, Oracle
- Robert Bowman, Editor-in-Chief, SupplyChainBrain
One disruption inevitably gives way to another. Can your business thrive versus simply survive when the next one occurs?
In the first of our four-part series, Mac McGary, executive vice president at Logility, lays out the first three phases of a 12-step roadmap for building a resilient enterprise that can respond and pivot at the pace of disruption as well as seize opportunities presented by shifting market forces.
In this session you will be challenged to:
Assess your performance over the last 12 months and consider missed opportunities, risks, and the impact disruption has had on customer relationships.
Understand the significance of the assessment, and secure executive buy-in to prioritize action.
Create a near-term vision for the next 18 to 24 months that acknowledges current priorities but relentlessly pursues business improvement.