1. Enabling Next Gen Supply Chain through Analytics
The Supply Chain in the cognitive era.
With the right insights into suppliers, partners, KPI’s, and trends ; you can see more - which means knowing where there are cost savings to allow you to spend less ; you can react quicker – to lower risk and address disruptions before they impact delivery ; and you can collaborate better, connecting what you know about your suppliers and partners with what you know about your business to take charge of new opportunities for growth. IBM provides solutions fueled by insight and expertise, wrapped in a layer of intelligence driven by cognitive technologies, so you can make better, predictive supply chain decisions more quickly—turning the suppliers that help you meet demand into partners that will help you create and capture more of it.
In this overview we will explore what bringing cognitive into the Supply Chain could mean for the Supply Chain professional.
© 2016 IBM

2. B Tech ( NIT Calicut ) and MBA in Operations ( SP Jain)
Who Am I
24 years of experience in Supply Chain , Digital Consulting , Enterprise applications
B Tech ( NIT Calicut ) and MBA in Operations ( SP Jain)
10 years in Supply Chain in USA and South Korea for Supply Chain in Oil & Gas and Chemicals
Digital Consulting & Supply Chain Analytics
Jayasankar P Pillai
Associate Partner IBM Digital Consulting
Father of two great children and husband of one remarkable lady
Likes reading , writing and acting

3. Next Generation Supply Chain Should have the core capabilities to meet and deliver better than competition
Customer needs and Wants
Data Driven Decisions & Actions
Visibility Across Enterprise and Ecosystem
Continuous Improvement
No Scope of feelings , hunches or approximations
Collaborate , synergize or die
Challenge your expertise and knowledge
Understand, do or die

4. A broader understanding of Analytics is needed to discover the value of Analytics
Analytics is about collecting, profiling and developing insights from Data ( Enterprise & External ) for Process Excellence and Improved Decision Making’
Drive Process Excellence
Improved Decision Making & Optimization
Resulting in
Performance
Measurement
Compliance
Competitive
Advantage
Optimization

5. Areas for value creation
Manufacturing Effectiveness
Supply Chain Optimization & Decision Making
Asset Utilization & Capital Productivity
Improved Time to Market & Sales Effectiveness
Manage business performance through increased visibility
Improving Production & Operations
Decreased Asset Down time and Return on Capital
Decreased Asset Down time and Return on Capital
Visibility, Transaction agility and integrated information
Agility in Supply Chain
Manufacturing Strategy
Sourcing Effectiveness
Well / Mine Output &
Profitability Analysis
Financial Operations &
Performance Management
Asset Failure Prediction
Operations Rules &
Standards
Spend And Sourcing
Analytics
Customer Experience
Management
CFO Dashboard
Asset Availability
Optimization & Analytics
Scheduling
Logistics Analytics &
Visibility
Dealer Management
& SKU mix optimization
Contract Management
& invoice Management
Projects Monitoring &
Cross functional
collaboration
Model & Predict
Well / Mine life
Agile Business Planning
Master Data Management
Talent & Change Management
Enterprise Data Warehouse and Dashboards
Big Data Strategy, Platform Enablement