The Sales & Operations Planning function balances supply and demand at the SKU/sub-SKU level to maximize in-stock performance while minimizing inventory levels. Managing this process is not about reporting on actual performance, nor is it about an application that produces a monthly plan. Instead, what is required is an environment that allows planners to continually adjust SKU/sub-SKU demand and production on a forward basis, thus tuning the business to the realities of the marketplace as they unfold.
While they sound the same on the surface, BPM software solutions don't all do the same thing. Each offering is optimized for a specific set of processes, integration requirements, human interface requirements, exception handling requirements, and performance management requirements, and each makes specific assumptions about the roles and required skills of process designers. Using illustrations from leading BPM offerings, this talk shows how to find the software that fits your particular needs.
With organizations focusing on improving efficiencies and leveraging existing systems, business process management (BPM) is now a top priority. While the concept is not new, the notion of a “process” is broadening. This session will help attendees understand BPM and where it can be used for their organization, many companies already have BPM providers in house and don’t even know it.
In today's market, BPM is generating so much attention because as a platform for business optimization, it holds so much promise. To deliver on this promise and really be effective, many issues should be considered. If the proper BPM platform is implemented in the right way, BPM can be the primary enabler for process agility and enterprise agility. In this session Brian will explore how and why BPM can deliver on this when so many other technologies have fallen well short.
Seeking operational excellence, leading companies are integrating and optimizing end-to-end business processes spanning functional silos and crossing traditional IT systems' boundaries. In addition to requiring a good integration strategy this trend is forcing companies to adopt process orientation and explore Business Process Management as a technology to orchestrate, optimize and increase the flexibility of critical business processes.
As long as the BPM conversation is restricted to technologists and BPM insiders, it’s likely to become just another technique for squeezing out costs and making incremental performance improvements. On the other hand, for some early pioneers where the conversation has reached the board room, BPM portends much more. Indeed, there is a Next Big Thing in business, but it's not just about technology and incremental improvement; it's about operational transformation, driven by the emergence of a wired, flat world.
The volatile nature of today's business and regulatory environments is driving organizations to address process-change head on. The financial services industry is no exception. Business processes have traditionally required manual intervention, thus missing the mark in achieving true straight-through processing.
Featuring: Thomas White, Logistics Management Division, NASA, Goddard Space Flight Center
NASA - Goddard Space Flight Center uses more than $525 million of technical and administrative accountable government property in the performance of its mission. The Logistics Management Division has responsibility for establishing tracking controls for this property through its entire life cycle using bar code technology and the NASA Equipment Management System (NEMS) central database, to include newly purchased equipment; fabricated equipment; user account inventories; user transfers and loans; shipping controls; and equipment excess, reutilization, schools donations and property sales.
NASA - Goddard Space Flight Center uses more than $525 million of technical and administrative accountable government property in the performance of its mission. The Logistics Management Division has responsibility for establishing tracking controls for this property through its entire life cycle using bar code technology and the NASA Equipment Management System (NEMS) central database, to include newly purchased equipment; fabricated equipment; user account inventories; user transfers and loans; shipping controls; and equipment excess, reutilization, schools donations and property sales.
By: Peter Fingar, Executive Partner, Greystone Group
What do GE, JetBlue Airways, Progressive Insurance, Amazon and the Virgin Group have in common? By making deep structural changes--made possible by business process innovation--these companies have transformed the very ways they operate their businesses, changing the game in their industries. Indeed, there's a new breed of fierce competitors on the block ready to engage your company in extreme competition. Are you ready?
Why is it that, given two companies with approximately the same capital assets and same number of skilled employees, one struggles and the other grows profits?
