Agility in supply chain operations has never been so important, especially with today's nonlinear and complex world. That is why companies with supply chains need knowledge graphs. So how do enterprises unleash the power of their own supply chain data to make smarter decisions? This is where bops comes into play. Bops activates supply chain data from existing operating systems (ERPs, Pos, OMS, etc) simplifying how operators optimize working capital in every decision. In this session, bops will showcase a few use cases that portray the power of a knowledge graph to represent a supply chain network composed of an end to end product flow driven by actions among plants, customers and suppliers. Supply chain operations visibility: - Story of a Product and an SKU: from raw material to finished goods track trace & bill of material deviations - Story of a Supplier – risk assessments – “the most influential supplier” - Story of a Process – anomaly detection – “what went wrong?” Join us for a lively discussion to learn how using knowledge graphs is already helping supply chain companies to better collect, unify, and activate their data. Speaker: Jorge Risquez Jorge is the Co-founder and CEO of bops, a headless supply chain intelligence platform helping manufacturers and distributors source, make, and deliver their products, and unlock working capital. Previously, Jorge spent a decade as a Supply Chain Consultant for Deloitte, where he worked with Fortune 500 companies such as Tyson and Cargill. In his spare time, he enjoys going for a run in Central Park and spending time with family and friends.

1. KNOWLEDGE GRAPHS
FOR SUPPLY CHAIN OPS July 27th ,2022

2. PRESENTER
Jorge Risquez
Co-founder & CEO @bops
✔ 10 yrs. as top-performer in Deloitte Consulting Supply Chain
✔ Helped Fortune 1000 companies solve their supply chain problems

3. BOPS OVERVIEW

4. Supply Chain Decisions Made Simple
Become the source of data intelligence powering
every business operator decisions
OUR MISSION

5. WHAT IS BOPS?
Collect, unify and activate
operational data to power supply
chains through actionable
insights
What? How?
Headless (API-based)
supply chain intelligence
platform for enterprises
Why?
Improve supply chain
operators' decisions &
outcomes

6. WHY
KNOWLEDGE GRAPHS
FOR SUPPLY CHAIN OPS

7. SUPPLY CHAIN OPERATIONS CURRENT STATE
Real world operations are anything but linear, creating a
continuous gap between planning and execution
EXECUTION
PLAN
S t a t i c R e a l i t y D y n a m i c R e a l i t y
 Lead time = 6 days
 Safety-stock = 1000 units
 Demand = 100 units
 Lead time = 20 days
 Safety-stock = 800 units
 Actual Demand = 200 units
Sales order
Supply delays
Customer shipment
Production order
Revenue & Service Level
Operational Costs
Agility & Productivity

8. KNOWLEDGE GRAPHS FOR SUPPLY CHAINS
SITUATION
Supply Chain is a complex
network composed of
interactions among entities to
achieve a specific objective
COMPLICATION
SOLUTION
Supply Chain Management
systems are built on top of
tables (RDBMS) limiting the data
intelligence need by its users to
make decisions
SUPPLY CHAIN DIGITAL TWIN – KNOWLEDGE GRAPH
A Supply Chain Digital Twin, built on top of
knowledge graph, powering interconnected insights
for operators to make profitable decisions

9. KNOWLEDGE GRAPH USE CASES
1
4
2 3
5 6
Real time supply chain
ops visibility
Root Cause &
Impact Analysis
Risk Identification
Dynamic Planning
Parameters
Enhance Demand & Supply
Planning
Smart & Personalized
Recommenders
• End to end inventory (material/item flow),
process, ops behavior, and dynamic KPIS
• SKU Track & Trace
• Static planning parameters vs dynamics
( i.e., safety stock, lead times, etc.)
• how an event (i.e., closing production line
because of covid) impacts operations &
customers
• Most influencer supplier or customer.
Dynamic supply chain network optimization
• Improve demand forecast and supply plan
with better predictions using AI
• Day to day recommenders that reason and
learn with the operator (i.e. prescribe action
to make a purchase order or replenish DC)

10. THE FOUNDATIONS OF
A SUPPLY CHAIN
KNOWLEDGE GRAPH

11. A B C D
S1 x 50K x
x C1 x P1
E F G H
P1 x C1 x
x Pr1 D10 P1
SUPPY CHAIN DIGITAL TWIN ( Business Data Model)
Procurement
I J K L
C1 x 30K x
C2 x x x
Inventory Movements
Sales
APIs APIs
Analytics
Notifications
Recommenders
Customer apps
…you have too
much inventory
…supply delays
impact is $100K
…you should buy
more inventory
WHERE DOES A KNOWLEDGE GRAPH FITS DIGITAL SUPPLY CHAINS?
Serves as base for augmented analytics,
enriching recommenders/insights
Customer#1
Customer#2
Customer#3
Plant #1
Supplier#1 Product#1
Covid-19
Component#1
D A Y 1 1
$ 3 0 k
P R O D U C T I O N
D A Y 1 0
$ 1 0 0 k
D A Y 1 2
$ 5 0 k
D A Y 1 5
$ 1 0 k
S U P P L Y
D A Y 1
5 0 k
I M P A C T
K n o w l e d g e G r a p h s

12. 12 | Copyright© 2021 bOPS. All rights reserved.
NETWORK LOCATIONS - “ENTITIES”
EVENTS – “RELATIONS”
“ATTRIBUTES”
PRODUCTS/ITEMS - “ENTITIES”
• Inventory Movements
• Purchase Orders
• Time
• Quantity
• UOM
• Dollar Value

13. BOPS RECCOMENDER– HIGHLIGHT
Supply Chain Data Model
(Digital Twin)
…you have too
much inventory
…supply delays
impact is $100K
…you should buy
more inventory
Insights
(APIs)
raw events
recommenders

14. LET’S SEE KNOWLEDGE
GRAPH IN PRACTICE!

15. Chocolate cake

16. Supply Chain Knowledge Graph
with Type-DB
…you have too
much inventory
…supply delays
impact is $100K
…you should buy
more inventory
Insights
(APIs)
raw events
recommenders
Customer#1
Customer#2
Customer#3
Plant #1
Supplier#1 Product#1
Covid-19
Component#1
D A Y 1 1
$ 3 0 k
P R O D U C T I O N
D A Y 1 0
$ 1 0 0 k
D A Y 1 2
$ 5 0 k
D A Y 1 5
$ 1 0 k
S U P P L Y
D A Y 1
5 0 k
I M P A C T
K n o w l e d g e G r a p h s

17. KNOWLEDGE GRAPH USE CASES
1
4
2 3
5 6
Supply Chain Ops Visibility Root Cause & Impact Analysis Risk Identification
Dynamic Planning Parameters Enhanced Planning Smart Recommenders
Track & Trace
R&D
Intelligence
Supply Chain Risks
Supply Chain
Network Analysis
Operation Anomalies
Impact Analysis
Demand & Supply Intelligence

18. Appendix

19. TRACK & TRACE – FINISHED PRODUCT (CHOCOLATE) RECALL

20. What customers and plants could
be impacted from customer
disruptions?

21. What suppliers could be impacted from customer disruptions?

22. 22 | Copyright© 2021 bOPS. All rights reserved.