1. Diana Barrera from Supply Chain & Operations and Scott Barnard from bluecrux US introduced a discussion on digital planning and shaping organizations for digital opportunities. 2. They explained that the skills required for planning are changing, with a need for more business partnership, data management, and analytics skills. Companies also need to reshape their organizations to centralized, hybrid, or regional models to take advantage of digital. 3. Their key takeaways were to carefully manage organizational change, address the "multi-hat" problem for planners who need multiple skills, and recognize that digital transformations work best when accompanied by reshaped organizations.

3. Nice to meet you!
Diana Barrera
Supply Chain & Operations
professional
Scott Barnard
Managing Director
bluecrux US

4. Digital planning:
Shaping your organization, capabilities &
mindset to fully capitalize on digital
opportunities.
Part 2 – Digital-ready people & organizations

5. Today we talk about…
1
2
3
Introduction to the digital planning skills
Industry evolution: People & Organization readiness
3 takeaways

6. 1
Introduction to
the digital planning
skills

7. A digital wave is going on…
Thinking POC Decision Time Implementation CI phase
#OnAJourney
APS
Many companies are on the way to fundamentally revise
their landscape –
implementing APS solutions replacing APO, moving to S/4, …
AI capability S/4

8. 8
The new era of digital requires a different skillset
SHORT TERM
ISSUE MGMT.
Short term fire-fighting. Reactive
management of occurred events.
BUSINESS
PARTNERSHIP
Drive business discussions with sales,
finance, supply chain, manufacturing–
directing the supply chain towards the
requested agility, reliability
TRANSACTIONAL Creation of requisitions, orders, and other
transactional documents.
DATA MGMT. Steering & directing system calculations
through maintenance of parameters and
master data.
PLAN ANALYTICS Analytics to drive insight from planning
content leveraging system capabilities
INFORMATION
CONSOLIDATION
Consolidation of information from multiple
systems, report creation.
INDUSTRY BASELINE INDUSTRY DIRECTION
Reactive planning
Simple decisions
Can be automated
Improved input
Risk-based decision
Increased anticipation
100%
100%
Proactive planning
+50%
reactive mode
Simple decisions
+50%
Business insights
through plan
analytics
Driving business
decisions

9. 9
A different skillset, typically not found in an individual
Providing advanced analytical
services to the planning
community
The SC planner
Business role tasked with
orchestrating SC decisions:
Challenge business counterparts,
communicate & moderate
Business
partnership
Central data
science as a
service
BUSINESS
PARTNERSHIP
DATA MGMT.
PLAN
ANALYTICS

10. 2
Industry evolution:
people & organization
readiness

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To best capitalize on the potential, you need to reshape organizations
Above Site Globally Embedded = reporting into central/regional SC organization (regardless of physical location)
In Site Globally Linked = reporting into operations/manufacturing site, local sales affiliates with dotted line to central/regional SC organization (regardless of physical location)
In Site Locally Aligned = reporting into operations/manufacturing site/ local sales affiliates
Maturity Level 1
First Organizational change
‘Lift & Shift’
Sales & Operations Planning
MPS Planning
Manuf. & Logistics Execution
In
Site
/
Affiliate
Globally
Linked
Maturity Level 2 Maturity Level 3 Maturity Level 4 Maturity Level 5
Sales & Operations Planning Sales & Operations Planning IBP/S&OP IBP/S&OP
Long Term Capacity Planning Long Term Capacity Planning
MPS Planning
MPS Planning
Detailed Planning & Scheduling
MPS Planning
MPS Planning Validation
MPS Planning
E2E Network Brand Planning
Process Standardization
‘Global Governance’
Global SC as a Start-up End to End Planning
‘Leverage Scale’
One global planning organization
‘Planning processes as a service’
Above
Site
/
Affiliate
Globally
Embedded
In
Site
/
Locally
Embedded
Demand Planning
Demand Planning Demand Planning Validation
Demand Planning Validation
Demand Planning
Demand Planning
Demand Planning Validation
Distribution Planning
Distribution Planning
Distribution Planning
Distribution Planning Distribution Planning
Sales & Operations Execution
Sales & Operations Execution
Sales & Operations Execution
Manuf. & Logistics Execution Manuf. & Logistics Execution Manuf. & Logistics Execution
Detailed Planning & Scheduling Detailed Planning & Scheduling Detailed Planning & Scheduling Detailed Planning & Scheduling
Manuf. & Logistics Execution
Long Term Capacity Planning Long Term Capacity Planning
Long Term Capacity Planning
E2E Network Brand Planning
Demand Planning

12. Companies start to see optimization potential in E2E value chain driven planning |
Demand Planning
GLOBAL CENTRALIZATION MODEL HYBRID MODEL
REGIONAL CENTRALIZATION MODEL LOCAL FOCUS MODEL
REGIONS REGIONS REGIONS REGIONS
…
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…
…
CoE CoE CoE …
…
…
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…
CoE
…
CoC
…
CoC
…
CoC
…
CoC
…
CoC
…
CoC
…
CoC
…
CoC
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CoC
…
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CoC
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CoC
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CoC
…
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CoC
…
CoC
…
CoC
…
CoC
…
CoC
…
CoC
…
MARKETS/CUSTOMERS
Analytical
Business Partnership
CAPABILITIES
Tender
management
Demand
segmentation
Automation and
advanced statistics
Demand
scenarios
Multi-channel
management
Market Intelligence
insights/ data
Statistical Engine/
Expert system
Product lifecycle
management

13. E2E requirements planning
Sched. MPS
TECHNOLOGY DRIVEN MODEL
Sched.
Sched.
AFF.
WK 12 Yr 1
Asset planning
Asset planning
E2E PRODUCT MODEL
AFF.
WK 12 Yr 1
E2E planning
Sched.
Sched.
Sched.
E2E inventory planning
Sched.
HYBRID TECHNOLOGY MODEL
Sched.
Sched.
AFF.
WK 12 Yr 1
Supply group
MPS
Supply group
TECHNICAL
CAPABILITIES
NETWORK
COMPLEXITY
E2E Network
connectivity
E2E optimization (inv. /SL /
AWP / reg. constraints. / ..)
Degree of dedicated
machine park
Complexity in network
decisions
Active
Ingredient
Finished
product
Distribution
network
Companies start to see optimization potential in E2E value chain driven planning |
Supply Planning
Bulk
packaging

14. People & organization shift – the multi-hat problem
STRONG
COMMUNICATION &
ENGAGING SKILLS
STRONG ANALYTICAL
CONFIGURATION SKILLS
BUSINESS PARTNER ADVANCED ANALYST
PASSION FOR DATA
ACCURACY
DATA STEWARD
PRECISE & ACCURATE
SYSTEM AFFINITY
OPERATIONAL PLANNER
Digital Evolution impact
Increase of Supply chain Importance
The planner’s role becomes stretched
The future requires focus

15. 3 3 takeaways

16. DIGITAL READY PEOPLE & ORGANIZATIONS TAKE-AWAYS
DARE TO
CHANGE
Manage the sequence ORG > PROCESS >
SYSTEM during your transformation and
consider people development as continuous
Crack the multi-hat problem for your planners.
Think differentiated in terms of required skills
and create a strong skill base
Digital transformations produce the best
results by reshaped organizations

17. Diana Barrera
Supply Chain & Operations
professional
Scott Barnard
Managing Director
bluecrux US
Thank you!
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following us
already…?
Questions? Let’s connect!

18. Interested?
Stay tuned for our
upcoming sessions!

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