The current environment is placing significant pressure on supply chains: value chains under strain due to external factors, the need for very high performance to maintain strong competitiveness, and so on. However, traditional planning approaches are not sufficient to meet these new challenges.
The No Chain Planning principles address these challenges.
Challenges
Weaking supply chains
No Chain Technologies helps identify future shortages and saves time for procurement teams, enabling them to focus on anticipating risks
Complex, constantly reconfiguring flows
Given the complex and constantly evolving nature of production flows, No Chain Technologies synchronises all functions within the flow (production, supply, procurement, quality, engineering, customer inspection), providing a clear overview of multisourcing and alternatives, as well as an insight into capacity bottlenecks and their impact on customer demand.
Increasingly volatile demand
To meet increasingly volatile demand, No Chain Technologies eliminates the bullwhip effect and stabilises the signal, providing a comprehensive and transparent overview of the impact on the end customer.
New requirements / regulations linked to the green transition
To adapt to new requirements and regulations relating to the green transition, No Chain Technologies provides an overview of the health of the supply chain and a forecast of products due to become obsolete, as well as an analysis of the impact of the choice of transport mode (air vs sea).
How we can help
No Chain Planning is based on two principles:
1. The ‘must-do’
Linking every function in the supply chain to ‘real demand’, i.e. that of the end customer.
In practical terms, this involves providing every stakeholder involved in the flow with the information—the signal—of what they ‘Must Do’ to meet customer demand, regardless of what others are going to do.
Operations are planned on the basis of this ‘Must-Do’ signal. Everyone instantly shares the same view of priorities, as they are connected to customer demand.
Everyone acts in parallel at their own level to resolve constraints, whether these relate to capacity or supply: the overall constraint is thus broken down into individual actions.
Finally, everyone understands the purpose of their actions and their impact on the end customer.
2. The ‘can-do’
Providing visibility into what the upstream supply chain is actually capable of delivering, taking into account capacity and component constraints. This principle is embodied by a second signal called ‘can-do’.
The organisation is able to monitor its level of response to customer demand at all times.
Each link in the chain can also see its level of contribution to unmet demand and can therefore take informed action to remedy the situation.
