Experiment-Driven Supply Chain Planning
The Methodology That Turns Supply Chain Uncertainty into a Revenue Driver
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Leading CSCOs Are Moving Beyond Resilience with Experiment-Driven Supply Chain Planning.
The concept of extensive experiment-driven planning is taking root in Supply Chain. Well established in areas of business such a life-cycle management, experiment-driven supply chain planning is set to transform how market leaders manage uncertainty and pursue value creation.
Recognising this trend, we consider the recent Gartner® report Innovation Insight: Achieving Antifragile Supply Chains through Experiment-Driven Supply Chain Planning an essential read for supply chain leaders. It provides a concise introduction to the concept of experiment-driven supply chain planning, outlines its benefits and uses, reveals challenges and risks, gives examples, and concludes with a set of recommendations.
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Three Key Reasons for CSCOs to Download This Report
We believe this complimentary Gartner® research provides strategic insight for moving beyond the limits of scenario planning. You will learn:
1. Why Traditional Methods Fail in the Face of Uncertainty
According to Gartner®, ‘For large uncertainty exposures, 86% of supply chains are fragile. This means they lose value when a large disruption occurs.’ This report details why deterministic, forecast-based planning is no longer fit for purpose.
2. How to Master Volatility with Experiment-Driven Planning
According to Gartner®, ‘Experiment-driven planning supersedes scenario-driven approaches by generating thousands of alternative plans through probabilistic simulations on digital supply chain twins.’ Discover how this stress testing delivers critical insight into the probability of outcomes.
3. The Tangible Business Impact on Your Bottom Line
According to Gartner®, ‘Organizations that perform a high degree of experimentation when faced with uncertainty are 3.7 times more likely to positively impact their revenue than their low-experimentation peers.’ Understand the direct link between this methodology and financial performance.
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Stop planning for a single future that will never arrive. Start building a supply chain that grows stronger with every challenge.
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