Meeting the new challenges
of the Supply Chain
A background which is putting a lot of pressure on supply chains

Value chains under pressure from external factors

  • Fragile supply and distribution chains

  • Complex, constantly reconfiguring flows

  • Severe pressure on resources

  • Increasingly volatile demand

  • New requirements or regulations linked to the ecological transition

Demanding high performance to maintain a strong competitive edge

  • Focus on availability and therefore on sales, which are less and less guaranteed

  • Improving stock quality to deal with both the risk of stock-outs and the risk of obsolescence

  • Staying competitive in spite of everything :
     - Being agile while keeping costs under control,
     - With serene, efficient teams!

  • Produce nothing unnecessary
    Reduce high-impact transport
    Sustainable teams

Historical planning practices cannot allow us to address these new challenges

The MRP is
on / off

each order movement triggers an alert, without the consequences or severity being identifiable

The MRP has
one signal only

and forces an impossible trade-off between “building a realistic plan and losing priorities”; or “keeping priorities and not knowing when products will be delivered“

The MRP is
sequential

an upward or downward movement in demand can take weeks to be perceived at the other end of the chain, severely limiting agility

Learn more about the MRP’s limits

No Chain planning® concepts answer those new challenges
1st principle 2nd principle

Connect each Supply Chain player to the “real demand”, that of the end customer

In concrete terms, this means providing each actor involved in the flow with the information - the signal - of what he “Must-Do” to satisfy the customer's request, independently of what the others are going to do

Operations are planned on the basis of this “Must-Do” signal

Everyone instantly has the same vision of priorities, being connected to customer demand

Each person acts in parallel at his or her own level to remove constraints, whether in terms of capacity or supply: the overall constraint is thus broken down into as many individual actions

Everyone understands the meaning of their actions and their impact on the end customer

The ”Must-Do” is not on/off signal as the MRP, it consists of two dates to manage the level of priority

1st principle 2nd principle
These 2 signals, propagated simultaneously and independently, provide an “augmented” vision, unavailable today in ERP systems, to finally give the Supply Chain the means to improve industrial performance

No Chain Planning fills the gaps left by the MRP, providing the agility needed to meet demand and avoid unnecessary overstocking and instability

The MRP is on / off

The Must-Do Allows all stakeholders to focus on the right priorities.

The MRP has one signal only

2 signals are available at all times: Must-Do and Can-Do. We simultaneously manage the feasibility of the plan and customer priorities.

The MRP is sequential

Thanks to Must-Do, a change in customer demand is instantly propagated to all parties in the supply chain, resulting in a more responsive supply chain.

By bringing the customer at "the heart of the factory", No Chain Planning® concepts enables all those involved to work together to achieve the best possible performance, despite constraints, in a climate of serenity

Concrete impacts on processes

The Can-Do signal provides managers with a direct view of the revenue served, upcoming shortages, and associated actions
By calculating the Can-Do from components through to finished products, managers can visualize the level of security of forecast sales (in stock, all orders are on time, there will be a shortage if nothing is done), as well as the prioritized list of actions to be taken to secure the business (internal and external)
The Must-Do enables supply planners to have all the tools at their disposal to maximize served revenue and avoid unnecessary stock
 By calculating the Must-Do (ideal and shortage) on all BOM levels, right down to purchased components, procurement staff can directly read the real customer priority and see the impact of their actions on the company's sales. This is truly the way to bring the customer into the factory
Must-Do and Can-Do allow planners to identify the capacities to be installed and used to increase sales and avoid overstocking
By combining “Must-do” and “Can-do” , planners can work out the load-capacity balance with all the information they need to make real decisions.
-What is the maximum capacity I can set up, given my supply situation (beyond which, the lines can no longer be supplied)?
-What is the minimum capacity I need to set up, so as not to create any more disruptions upstream ?
-What is the capacity beyond which I will generate overstock (ahead of the “must-do”) ?
Thanks to No Chain Planning®, operational teams feel part of the global performance and find the means to contribute fully to it
Flow controllers and managers
Planners
Procurement leaders
Methods/Engineering managers
Quality managers
Connected functions
Set up a robust Supply Chain management system based on customer performance indicators
learn more about features
Performance impact
No Chain Planning delivers a real, cross-functional, sustainable leap in performance, with gains observed as early as a few months after launch, in economic, human and environmental terms.
Stabilization of plans and a shared vision of the same signal also generate gains in efficiency and peace of mind for operational teams.

Service

50 %

revenue at risk reduction

Stock

30 %

inventory reduction

Cost

Ramp-up scalability without extra resources

Sustainability

40 %

Reduction in obsolescence costs

See results

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More than technology, we deliver results.
Contact us to start the transformation of your Supply Chain
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