How do we define demand planning? It is the planning work that must be done to position supply chain to consistently deliver the right materials or services to its internal customers at the right time, right place, and right price. Good demand planning is absolutely essential to success in supply chain management. Some hallmarks of an effective demand planning process are illustrated below.
Today’s supply chain organizations are faced with the need to re-tool their talent to take better advantage of new technology, adapt to regulatory changes, support corporate initiatives, and meet increasing customer demands. At the same time, an aging utility workforce (among the highest of all industries in the United States) and a new generation of workers with different goals and expectations are creating a complex talent environment. Supply chain organizations that have not prepared for these challenges can expect to be heavily impacted by a fast-approaching loss of tribal knowledge and business experience.
Many successful companies gain market advantage, operational efficiencies, and flexibility via a leaner, focused, and more nimble services organization. To achieve the full extent of these benefits, leading companies leverage a Global Business Services (GBS) model.
Supply chain is the planning, acquisition, receipt, and management of goods and services from external suppliers for the purposes of creating goods and services for a company’s customers. Supply chain processes cover a broad range of functions, which are typically performed by multiple business units across an enterprise. For many utilities, there are significant gaps between senior executives’ views on the
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While corporate leaders increasingly recognize the value of supply chain, overall supply chain performance still lags as many companies have not designed or aligned their organizations around a clear supply chain strategy. This drives a vicious cycle that locks the supply chain into the role of an arms-length order-taker.
Jason Davis, a director at ScottMadden, spoke with GenerationHub about infrastructure issues that could undermine the growing use of natural gas for electric power. Membership is required to access the full article. To register, click here.
Author: Wayne Barber, GenerationHub
Finance organizations, like many corporate service functions, strive to be business partners providing value-added services to their business unit customers. This article, published by Strategic Finance Magazine, profiles Exelon’s ambitious effort to remake their finance organization, taking its performance and leadership to best-in-class levels. Access the complete article today to learn about the approach and process Exelon undertook for their strategic transformation.
Brad DeMent, partner and finance and accounting practice area leader at ScottMadden, recently published an article on finding a strategic location for shared services operations. This report was featured in the April 2012 issue of the online Area Development Magazine.
Success of a shared-services operation depends upon more than just a good plan and solid execution and like any good relationship; it requires constant monitoring and regular maintenance. Without a serious, ongoing commitment by the CEO, CFO, CIO, and managers throughout the company, shared services will implode. The entire corporate way of thinking has to change.
Nuclear Engineering International Magazine highlights the story of a successful performance turnaround at the Salem-Hope Creek nuclear station conducted by Exelon. The article, “A Turnaround Story,” provides an account of how the plant culture was fundamentally transformed based on a proven operating model and a disciplined approach to the turnaround. This approach provides a best practice roadmap for how to transform a poor performer into a plant with sustainable excellence.
For more information about Nuclear Engineering International Magazine or to access the full article, please click here.
This is the fourth and final article in a series jointly developed by APQC and ScottMadden on the topic of Financial Shared Services. The articles are based on interviews APQC conducted with ScottMadden partner Brad DeMent, who leads the firm’s financial shared services practice. This article focuses on determining the
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This is the third article in a series of four jointly developed by APQC and ScottMadden on the topic of Financial Shared Services. The articles are based on interviews APQC conducted with ScottMadden partner Brad DeMent, who leads the firm’s financial shared services practice. This
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