Jari Kaukiainen explains the significance of this exciting new venture, and shares the ambitions that I-Plan and Tieto have for the future of their partnership, with words from Alan Cheesbrough, MD of Trading Science and Carsten Henke, Head of Production Excellence and Managing Director Tieto Germany.
Inigo Bridle shares his experiences, tips and watch-out’s from ERP upgrades in the paper industry, as both a customer and implementer of software services…
You can’t be a disruptive force within your industry without adapting to the changing technology landscape, you must change. Not only does your company need to be ready and adaptive to their organisational change, but you need a software vendor who supports your growth plans. In fact, what you need is not a software vendor but a partner. Someone who can lead change, help you adapt to your changing environment, deliver benefits quickly, and most importantly understand and engage the people within your organisation.
We have found that the most successful IBP initiatives have been progressive, starting with clear short-term goals and a shared belief in its value amongst senior management and the people who are instrumental to making it happen.
Expect the first tangible business benefits to take 3 to 6 months to materialise, a functioning executive level S&OP process to be in place in 9 to 12 months and a fully integrated IBP with S&OP and integrated sales, production and inventory execution process to take 2 years.
To succeed with an initiative like sales and operations planning, you know you will need the commitment of your senior leadership team. But what if your senior colleagues are not convinced about the benefits?
Some years ago I worked with a paper company where one of the board members was championing S&OP, but was facing deep scepticism from his colleagues. He reckoned that completely changing the way that market and operational decisions were made was too radical for his colleagues to accept without proof. Continue reading
If thought leaders in your organisation are considering S&OP – sales and operations planning – as a way to future-proof the business and protect profits in the face of tougher competition, then you will have already seen there are some real obstacles to getting started.
However the biggest perceived obstacle – the need to replace legacy business systems – is rarely an obstacle in reality. Continue reading
Leaders at the Spanish multinational paper and corrugated packaging manufacturer, SAICA, have made a strategic commitment to achieve market leadership through customer service and are engaged in a project to transform their entire supply chain model.
The recently formed Supply Chain department is focused on a major transformation project that will enable them to respond faster to changing customer needs as well as integrating more closely into their customer supply chains.
SAICA recognised that they needed more sophisticated supply chain planning tools (S&OP) in order to support their transition to ‘make to stock’ and to keep tight control as they rolled out more vendor management inventory. Continue reading
Suominen, a leading manufacturer of nonwovens for wipes, hygiene and medical products, selected I-Plan from Trading Science for integrated business planning.
A top strategic priority for Suominen is to become highly market-focused and in particular to implement a demand-driven supply chain. To support this objective, they are running an initiative to replace the majority of their IT systems. The project is being delivered by Tieto, one of Europe’s largest IT service providers. Continue reading
A year after the amalgamation of Billerud and Korsnäs was completed the new Company, BillerudKorsnäs, selects I-Plan® by Trading Science to support it’s ambitious sales and operations planning strategy. BillerudKorsnäs is a leading player in primary fibre-based packaging materials and packaging solutions with an annual turnover of approximately SEK 20 billion. The company seeks World Class Process Efficiency through systematic improvement in its business processes with I-Plan® being part of its demand and supply planning process strategy. The aim is to improve customer service, reduce operating cost and maximise profitability through the deployment of a formal Sales and Operations Planning process allowing the key stockholders to make informed operational decisions against ever changing supply and demand challenges.
An introduction to how I-Plan software can play a key role in transforming end-to-end planning from paper mill to box plant.
Looking for more detail? Download our paper (no registration required): I-Plan solution for integrated planning across box plants and paper mills
The business challenge
Kraft paper and corrugated box manufactures face the complex planning challenge of optimising paper making and box manufacture as an end to end integrated process, minimising total manufacture, inventory and supply chain cost whilst maintaining acceptable service levels for the end box customer.
The challenges derive from the need for the box plants to be responsive to short lead time demands for a massive range of finished products whilst the paper making process is most efficient with longer manufacturing cycle times. The squeeze in the middle of these conflicting requirements is the roll inventory, getting quantities per grade and size at optimal levels to minimise paper machine trim whilst also minimising corrugator trim and of course minimising the number of roll stock sizes and their quantity.