Supply Chain Movement 42 | Sustainanility & Digital


The main theme of the Q3, 2021 issue of quarterly Supply Chain Movement is Sustainanility & Digital. This issue appeared digitally on september 29 and has been received in hard-copy september 30.

8 | Profile Jeroen Both

The bicycle market had been growing steadily for years. Then in the spring of 2020, lockdowns in several countries caused sales to stagnate… and just six weeks later, demand exploded. The current under-capacity means that many parts suppliers in Asia will have to build new production sites, preferably closer to their sales markets. “This is the ideal time to make fundamental changes to our supply chain,” says Jeroen Both as he provides a look behind the scenes at e-bike market leader Accell.

14 | Management: Sustainable supply chains

Some companies are getting serious about sustainability, while others are still carrying on as before. Which factors determine whether or not businesses include sustainability in their strategy? And what steps must the laggards take if they too are to reach the longed-for utopia? “Maybe some companies don’t feel the pressure to invest in sustainability right now. But it’s only a matter of time.”

22 | Interview Audrey Daluz (KPMG/ Sustainability)

A growing number of organizations are realizing that adopting a more sustainable revenue model is not only good for the planet, but also good for business. After all, the extra transparency associated with sustainability makes it easier to manage supply chain risks. At the same time, customers are increasingly demanding ‘green’ products, while on the labour market a sustainable image helps to attract and retain talent. How can supply chain transparency contribute to a company’s CSR objectives? And what tooling is available?

26 | S&OP Subway Map

Sales & Operations Planning and the more extensive Integrated Business Planning are both decisionmaking processes that aim to proactively balance demand and supply. But how does an S&OP process actually work? Especially in large organizations, it can be quite challenging to appreciate the big picture and see the dependencies we need to be aware of. That’s why Supply Chain Movement and Involvation have created a subway map to visualize how an S&OP can look.

30 | Management: Data Science

Data science can add value in almost every part of the supply chain – not only in demand planning, but also in transportation and warehousing. So when it comes to deploying data science, where should you start? That varies from company to company and from supply chain to supply chain: Where is the biggest pain point? Where is a lack of insight hindering decisionmaking? And how can the insights from data science be used in practice? A successful data science project requires these questions to be answered first.

42 | Bullwhip in automotive

Severe shortages of raw materials and components have brought automotive industry supply chains to a standstill. The same suppliers who had nothing to do a year ago can now no longer handle the workload. “We warned about this bullwhip,” say consultants Alfons Willemsen and Robert Peels. “A similar thing happened during the credit crisis.” So why did they make the same mistake again?

Further more in this issue:

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