Leonardo Montenegro F. Rodrigues - C.P.M.

🚀 **Breaking Down Silos in Supply Chain with AI!** 🚀 AI is transforming supply chain management by enhancing data integration and promoting seamless collaboration across departments. Beyond technology, achieving true integration requires a cultural shift and aligning goals throughout the organization. Ready to leverage AI for a more connected and efficient supply chain? Watch this insightful discussion on the impact of AI on supply chains! 🔗 [Watch the full video here](https://lnkd.in/dEi9XtAv) #SupplyChain #AI #Innovation #Collaboration #DigitalTransformation #Leadership

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Planning in a complex system: the tornado problem I spent the week in Brazil discussing the same subject coincidentally with four different large companies and in a conference with many medium-sized companies as well: IBP, S&OP, S&OE, and PPC. The tornado analogy was helpful in all of them. In a complex supply chain characterized by high dependency and variability, the non-linearity and sensitivity to multiple factors simultaneously make rigid planning and strict execution of little value. The key is to adopt a more flexible and adaptive approach. It’s not a matter of having a perfect statistical tool with AI, an ideal and collaborative S&OP process, or discipline in execution. It is like a tornado that cannot be fully predicted because of its non-linear and unpredictable nature. But that doesn’t mean nothing can be done. Science demonstrates (chaos theory) that it is possible to determine patterns in non-linear systems. In the case of the supply chain, we can understand the patterns of macro flows and their flow dictators. From this new perspective, TOC revolutionizes the way we view planning and execution. Planning becomes about making the best decisions with the available information, while defining buffers that shield the flow dictators from variability. Execution, on the other hand, is about responding swiftly to the lessons reality teaches us. It’s about aligning all operational actions with a single prioritization system, guided by the state of the buffers. Thus, S&OP does not mean medium-term, and S&OE does not mean short-term. Naturally, it will be so, but the definition is not about the term but the nature of the decision-making process managing uncertainty. The term is a consequence, not a defining criterion. #toc #goldratt #supplychain #ibp #s&op #s&oe

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Just finished the learning path “CSCMP Supply Chain Foundations: Demand Planning Professional Certificate”! Check it out: https://lnkd.in/dtSHXY6z

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🚀 Unlocking the Power of Incoterms: Your Ultimate Guide! 🌍💡 Are you ready to streamline your global trade operations? Dive into the world of Incoterms with our comprehensive guide! 📚✨ 🔍 What are Incoterms? Incoterms, or International Commercial Terms, are standardized rules by the International Chamber of Commerce (ICC) to facilitate seamless global trade. They define responsibilities for buyers and sellers concerning goods delivery, risk allocation, and cost distribution. 🔑 Key Incoterms You Need to Know: 🌐 EXW (Ex Works): Sellers' obligation ends when goods are available at their premises. Buyers bear all risks and costs, including transportation, insurance, and customs clearance. 🚢 FCA (Free Carrier): Sellers deliver goods to a nominated carrier or person, transferring risk to buyers upon handover. 🚢 FAS (Free Alongside Ship): Sellers deliver goods alongside the nominated vessel at the port of shipment. Risk shifts to buyers upon goods placement. 🚢 FOB (Free On Board): Sellers ensure goods are loaded onto the vessel at the named port of shipment, with risk transferring to buyers post-loading. 🚢 CFR (Cost and Freight): Sellers deliver goods onto the vessel at the port of shipment, covering transportation costs. Risk transfers to buyers upon boarding. 🚢 CIF (Cost, Insurance, and Freight): Sellers handle transportation and insurance until goods reach the destination port, with risk transferring to buyers upon arrival. 🛃 DAT (Delivered at Terminal): Sellers deliver goods to buyers at a named terminal at the destination, bearing all risks and costs until unloading. 🛃 DAP (Delivered at Place): Sellers deliver goods to buyers at the named place of destination, covering risks and costs until unloading. 🛃 DDP (Delivered Duty Paid): Sellers deliver goods to the named destination, covering all costs including duties and taxes, with risk until delivery. Master these Incoterms to enhance your global trade efficiency! Like, share, and follow for more insights. 🚀🌐 #InternationalTrade #Logistics #SupplyChain #Export #Import #GlobalBusiness #TradeFinance #Shipping #BusinessStrategy #Entrepreneurship #Ecommerce #GlobalCommerce #TradeRelations #Incoterms2024 #BusinessTips #GlobalMarket #TradeAgreements #ExportImport #BusinessDevelopment

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Supply Chain is not just about moving products; it's about connecting people, processes, and technology to deliver value and build resilience. #SupplyChainExcellence #LogisticsLeadership #ValueCreation #ResilientSupplyChains #InnovationInSupplyChain

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Avoid These Common #Traps in #Digitalizing #SupplyChainPlanning ➡️…(and How to Solve Them) #Digital #transformation in supply chain planning offers incredible potential, but it also comes with its share of challenges. Here are 10 common pitfalls and quick solutions to ensure your digital supply chain efforts are successful: 1️⃣Over-reliance on #Technology Trap: Relying solely on digital tools to solve problems. Solution: Focus on a balanced approach—technology is just one part of the equation. Invest in skilled people and robust processes. 2️⃣ #DataQuality Issues Trap: Poor-quality data leading to inaccurate planning. Solution: Establish strong data governance, ensure regular data audits, and invest in tools that improve data accuracy. 3️⃣Ignoring #ChangeManagement Trap: Employee resistance to new digital tools. Solution: Develop a comprehensive change management strategy that includes training, support, and continuous feedback to ensure smooth adoption. 4️⃣ #Failure to Customize Trap: Using off-the-shelf solutions without alignment to business needs. Solution: Tailor digital solutions to fit your unique supply chain processes and operational goals. 5️⃣ #Complexity Overload Trap: Overcomplicating digital implementations. Solution: Start small and focus on gradual, modular implementation. Prioritize tools that offer simplicity and scalability. 6️⃣ #Siloed Digital Implementations Trap: Isolated digital solutions without integration across the supply chain. Solution: Focus on end-to-end integration across all supply chain functions to foster collaboration and information flow. 7️⃣ #Inadequate #Skills and Capabilities Trap: Lack of skills required to manage digital tools. Solution: Invest in reskilling your workforce or hire experts in advanced technologies like data analytics, AI, and machine learning. 8️⃣Underestimating Implementation #Costs and #Time Trap: Misjudging the resources required for a digital transformation. Solution: Develop realistic timelines and budgets with a detailed roadmap, anticipating potential setbacks. 9️⃣Failure to Align with #BusinessStrategy Trap: Disconnected digital initiatives that don’t align with broader business objectives. Solution: Ensure that your digital transformation is directly tied to your long-term business strategy and measurable KPIs. 🔟#Security and #Compliance Risks Trap: Increased vulnerability to cyberattacks and non-compliance. Solution: Build cybersecurity into your digital transformation plan from the start and ensure continuous monitoring and compliance checks. Digitalizing your supply chain can be a game-changer, but avoiding these traps will help ensure that your efforts are successful and sustainable. #SupplyChain #DigitalTransformation #SCM #SupplyChainPlanning #ChangeManagement #DataDriven

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IMPLEMENTING VENDOR MANAGED INVENTORY (VMI) IN LATAM Sharing experiences……............. The company faced persistent challenges in its supply chain operations across #LATAM, particularly in maintaining optimal inventory levels and ensuring timely deliveries to customers. The distance between manufacturing sites, primarily located outside the region, and the LATAM distribution centers led to extended lead times and increased operational complexity. Furthermore, manual processes in inventory management (IM) contributed to inefficiencies and communication gaps between suppliers and local teams. In response to these challenges, the company sought to implement a VMI system that would facilitate real-time communication between suppliers (primarily located in Europe and North America) and the destination countries in LATAM. The primary goals were to reduce lead times, improve inventory accuracy, and ensure consistent on-time deliveries to customers across multiple countries mainly in Mexico, Brazil, and Argentina. 🔎 Focused on several key areas: 📌 Integration of IT Systems: The first step in the project was the integration of the supplier’s IM software with our #ERP (SAP). This allowed for real-time data exchange on inventory levels, stock movements, and demand forecasting. 📌 Automated Replenishment: The #VMI system was designed to automate the replenishment process, with the supplier taking responsibility for managing inventory levels at the destination’s distribution centers. The supplier could automatically initiate shipments when inventory levels fell below predefined thresholds. 📌 Improved Demand Planning: The VMI system integrated data from various stakeholders, including sales, marketing, and distribution teams, to create a comprehensive demand forecast that the supplier could act upon. 📌 Optimized Transportation and Lead Times: The project included a thorough review of transportation routes and lead times to reduce cycle times. By optimizing shipment schedules and leveraging faster, more efficient modes of transport, the company was able to significantly reduce transit times. The VMI project implemented in LATAM proved to be a success, delivering significant benefits in terms of #process_efficiency, #cost_savings, and #customer_satisfaction. Lead times were reduced by an average of 18%, while on-time deliveries improved to 97.5% across the region. The streamlined communication between suppliers and countries created a more agile and responsive supply chain, better equipped to handle fluctuations in demand and market conditions.   I was part of the leadership team of this ambitious project and I have witnessed the enormous benefits that this tool provides. Let's replicate or improve your VMI or related processes together, let's talk.   Alejandro Sánchez Zavala 📱 +52 4422076495 📥 [email protected] Filiberto Cano

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Progress over Perfection? At what cost? Let’s talk…

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🌟 Leadership Lessons from Supply Chain Management 🌟 Supply chain must be resilient. Supply chain must be agile and flexible. Supply chain must be effective and efficient. However resilience, agility, effectiveness, agility … are not just a focus for supply chain operational teams – they are fundamental qualities that every executive should embrace. I strongly believe that the qualities that make a great supply chain manager are, in fact, essential for any effective leader and we will see more and more executives at the highest levels of the organisational hierarchy coming from supply chain. Here’s why: 1️⃣ High #competence around operations: Many SC leaders come from manufacturing sites, production lines and logistic teams. Their deep understanding of daily operations helps anticipate challenges across the board. 2️⃣ #RiskManagement Proficiency: SC leader should always be ready with contingency plans to handle disruptions. This attitude to manage risks before they become an issue is fundamental to minimise losses and to catch opportunities 3️⃣ #Agility & #Adaptability: SC managers deal with problems and disruption almost everyday. They do not have time to complain, they must find a solution fast. Quick, responsive adjustments to business shifts are as crucial for strategic direction as they are in logistics. 4️⃣ #Collaboration: Strong relationships with different functions, suppliers, partners, and teams are central to building resilience in any department 5️⃣ broad #Vision: Aligning decisions with broader goals ensures cohesive, effective progress toward long-term objectives. A good manager should cultivate the “supply chain leader” within themselves and many organisations should promote more talents with supply chain background. When executives understand and value these qualities, they are better equipped to lead their organizations through uncertainty. Trust the supply chain managers within your organization – they can really transform your business! 🚀 #Leadership #SupplyChain #Resilience #ExecutiveSkills #StrategicLeadership

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I had the opportunity to speak on temperature controlled #warehouse and #logistics at the Global Pharma Supply Chain and Logistics Forum . It was intriguing to discover that pharmaceutical manufacturing companies encounter similar challenges in their supply chain and logistics operations. The well-organized event brought together dedicated professionals and leaders to exchange best practices and discuss industry issues. #teambayer Chris Bogart Here are the key takeaways from the experienced speaker panel: 1. Supply chain challenges post-pandemic, considering supply and demand dynamics in the current geopolitical landscape. Effectiveness of integrated business planning versus traditional sales and operations planning. Wajahat Azim Vickram Srivastava 2. Strategic shift in supply chains and customer behavior, with a focus on circular economy concepts. Ashish Hota 3. Democratization of digital supply chain processes. John Jacey 4. Leveraging predictive, prescriptive, and preventative analytics for supply chain and logistics optimization, including AI maturity. Ashish Hota Vickram Srivastava Michael Braddock II 5. Insights into clinical CRO market trends and the critical role of accountability. Heng Liu Thank you to the organizers at www.brainlinx.com and Eric Ramocki for chairing the event. #brainlinx #supplychain #logistics #pharmaceuticals

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Great leadership in supply chain isn’t about focusing on yourself, but on your team and operations. It’s about optimizing collaboration, streamlining processes, and driving collective success to build a more resilient and efficient supply chain. #SupplyChainLeadership #Logistics #Teamwork #Collaboration #Efficiency #Resilience

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In today’s rapidly changing #business environment, #supplychain #agility is not just an advantage but a necessity. Traditional supply chain management methods, heavily reliant on #forecasts and centralised #planning, often fall short in addressing the volatilities of the modern market. Demand DrivenMaterial Requirements Planning (#DDMRP) emerges as a transformative approach, enabling organisations to break free from these outdated constraints and pivot towards a more responsive, #efficient, and #resilient supply chain model. DDMRP is a multi-echelon, pull-based inventory replenishment and supply chain execution methodology designed to shield companies from variability and promote flow. Developed by the Demand Driven Institute, DDMRP combines several aspects of #Lean, #SixSigma, and the #TheoryofConstraints. The core objective of DDMRP is to generate higher service levels, foster collaboration across the supply chain, and ultimately enhance #operational #performance by responding in real-time to customer demands and market changes”

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Maratona Supply Chain #Procurement #Conhecimento

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By tying kaizen events to operating margin expansion goals (OMX), you show associates tangible results of kaizen. Kaizen fosters a culture of incremental improvement that empowers associates to identify and eliminate waste, improve processes, drive efficiency, and drive cost savings across all levels of the organization. When Kaizen events are tied directly to cost initiatives, they do more than just enhance process efficiency—they actively contribute to a strong culture and healthier margins. Whether it’s through reducing cycle times or change over, improving resource utilization, or minimizing defects, Kaizen helps eliminate inefficiencies that directly affect the bottom line. These small, continuous improvements can have a large-scale impact on profitability. By connecting Kaizen events with clear, measurable OMX targets, organizations can ensure that their improvement efforts are aligned with broader financial goals. The result? A more agile, cost-effective operation that drives sustained growth and competitive advantage as part of its culture.

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Hot on the heels of our latest ranking in the Gartner Top 25, a great podcast featuring Matt Winterman sharing his insights on how we approach strategic supply chain decision making at AZ. Well worth a listen!

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🎯25. Let’s talk about the difference between R&D and manufacturing procurement! During my career, I was able to experience with these two main procurement worlds 🌎🌍 Both, have amazing and interesting methods, processes and goals . At the same time, each of them has a unique DNA 🧬and ways to achieve its own goals. So, the R&D procurement world will mainly focus on innovation, IP, ownership (more broadly), speed lead time, relatively low costs for each purchase order (PO) but usually hundreds of orders a month and high level of quality involvement especially in case of medical companies. The daily communication between the procurement and engineering departments with the vendor and service providers is pretty intensive and if I may – tight. Similarly, the operation field is taking control most of the routine. What about the contracts? Well, the contracts in this world are not dealing with guarantees and bails but the payments are subject to written commitments and simple milestones. The legal contract negotiating process should be relatively fast and flexible and the contracts are usually shorter and focused on the development stage rather than the "future" (depends of your company's nature). The whole process is focusing on partnerships with the suppliers that may lead to joint success in product development and the supplier's reputation thanks each side’s efforts, innovation, knowledge and commitment! On the other side of the map, has a tropical and wild continent – strategic procurement of manufacture companies. These companies, are managing the procurement process by strategic and deeply commercial ways. We are talking about large scale production. Large quantities for each order and the orders are usually including high amounts and the projects often focused on relatively long lead time. The production instructions are based on long and complex technical specifications (commercial production) rather than specific drawings for each part or product. And what about the communication with the service providers and suppliers? Well, usually an intensive and long term for each procurement transaction and project. Hence, the contract negotiation process is continues over time and focusing on many crucial legal and commercial areas! e.g. guarantees, liability, risks, long and detailed project phases, milestones, strict contractual terms, delivery and complex logistics requirements terms, etc. Make no mistake, the R&D procurement nature does not indicate on simplicity. On the contrary - as long the costs are low and the quantities are small and the operation stands out in the process - there have critical needs for aligning the procurement management with the projects stages. You have to manage a special partnership with your suppliers and make sure that you are able to align with the unique business goals. Seems similar to the strategic procurement, but with different layers of intension. #procurement #R&D #Strategic

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🌟 Exciting Highlights from Demand Driven World! 🌟 We are thrilled to share that WA Solutions had a dynamic presence at the recent Demand Driven World event! Mega Alimentos S.A. de C.V. Chief Information Officer and Supply Chain Director, Antonio Treviño Perez delivered an insightful presentation on the successful integration of Mega Alimentos with SAP, showcasing how we continue to push the boundaries of supply chain innovation. 🤝 This event provided an exceptional platform for networking with companies eager to enhance their business outcomes in today's VUCA (Volatility, Uncertainty, Complexity, Ambiguity) world. We are proud to stand alongside industry leaders, having achieved over 140 successful implementations, positioning WA Solutions SAS as a front-runner in adopting the Demand Driven Material Requirements Planning (DDMRP) model for both supply chain planning and execution. 🌎 Special appreciation goes to our esteemed partners, John Melbye, DDPP, DDOP, DDLP, DDDP, CSCP and Derk Kuiper who represented us in the USA and Europe. Their participation was invaluable, fostering collaborations and exploring new opportunities. At WA Solutions SAS our priorities are clear: we focus on boosting customer profitability by optimizing inventory, improving customer service, and increasing sales efficiency with our innovative DDMRP solutions. We're excited about the future and committed to delivering excellence to our customers with Demand Driven Institute education and our Demand Driven solutions #WASolutions #DemandDrivenWorld #inventory #ddiaffiliate #demanddriven #SCM #Innovation #DDMRP #Networking #SupplyChainExcellence #SAPIntegration

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#DemandDriven Material Requirements Planning (#DDMRP) is a modern method of #supplychain management that aims to address the limitations of traditional #MRP (Material Requirements Planning) systems. Traditional MRP systems often struggle with the #variability and #uncertainty of demand, leading to issues such as excess #inventory, #stockouts, and inefficiencies. DDMRP combines elements of MRP, #lean, #SixSigma and the theory of constraints (#TOC) to create a more responsive and #flexible supply chain. It focuses on positioning inventory strategically, protecting against variability, and dynamically adjusting supply to meet actual market #demand.

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