Many strategic plans don't survive first contact with reality because they were developed with a top-down process with embedded assumptions that next year will look similar to last year. Value creation implies fundamental transformation of the operating model which requires symbiotic development including all functions with unified metrics across the business.

Network design is no longer a once in three years activity based on the old assumptions about sourcing from lowest cost locations with long supply chains. Disruption, volatility and the threat of tariffs means that supply chains must have the capacity to adapt and adjust with agility. A digital twin allows for the development of scenario playbooks which anticipate responses to rapidly unfolding developments.

An effective planning process that engages each stakeholder at the right time in the right way is the engine that drives execution of corporate strategy. Alongside real-time data, control towers and tactical inventory optimisation / S&OE it acts as the nerve centre that prevents overstock and stock outs, maintains customer service and optimises the use of working capital.

A plan is only as good as the supply chain's ability to execute it and the warehouse is the critical hub where this happens...or doesn't. Beyond getting the right products to the right customers in the right place at the right time, WMS can also harness transactional data to drive process design, automation and innovation.

As well as insuring accuracy and speed, an order management system should provide real-time inventory visibility and provide critical data for machine learning in demand forecasting and order automation. It should also support multichannel flexibility and be a vital tool in response to disruption.

Many strategic plans don't survive first contact with reality because they were developed with a top-down process with embedded assumptions that next year will look similar to last year. Value creation implies fundamental transformation of the operating model which requires symbiotic development including all functions with unified metrics across the business.

Network design is no longer a once in three years activity based on the old assumptions about sourcing from lowest cost locations with long supply chains. Disruption, volatility and the threat of tariffs means that supply chains must have the capacity to adapt and adjust with agility. A digital twin allows for the development of scenario playbooks which anticipate responses to rapidly unfolding developments.

An effective planning process that engages each stakeholder at the right time in the right way is the engine that drives execution of corporate strategy. Alongside real-time data, control towers and tactical inventory optimisation / S&OE it acts as the nerve centre that prevents overstock and stock outs, maintains customer service and optimises the use of working capital.

A plan is only as good as the supply chain's ability to execute it and the warehouse is the critical hub where this happens...or doesn't. Beyond getting the right products to the right customers in the right place at the right time, WMS can also harness transactional data to drive process design, automation and innovation.

As well as insuring accuracy and speed, an order management system should provide real-time inventory visibility and provide critical data for machine learning in demand forecasting and order automation. It should also support multichannel flexibility and be a vital tool in response to disruption.