My name’s Wade Latham. I’m the Senior Director of Operations for Carter’s. I’m responsible for both forecasting and global inventory procurement.\r\n
Carter’s is the leading marketer of young children’s apparel in the United States and Canada. We’re growing internationally, which has led to a lot of SKU growth—we actually have over 250,000 unique product SKUs.
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Most of those products actually have a very short lifecycle and turn over in a three- to six-month time period. And because of the number of products and the quick turn, we knew that we’re not going to be able to manage that with our old processes and old systems.
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I would prefer my forecasters to spend time actually forecasting and evaluating the decisions they make to buy inventory as opposed to running reports out of multiple systems and compiling the data. We had gone pretty far down the path of looking at traditional supply chain planning systems. We were kicking around the ideas and said, “We need Excel on steroids, that’s really what we need.” And our EVP had gone out and done some research and that’s how he found Anaplan.
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Our first use case was what we call supply procurement. We started in the middle of the supply chain with the supply calculations, but we know that we were going to expand into demand planning and into capacity planning, and eventually into S&OP. So we want to get to that true integrated, holistic S&OP process—and based on the success we’ve had in Anaplan with supply chain, it will actually be extended to our retail business and be used in the assortment planning process as well.
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This was my first experience with an agile implementation methodology. We had a 13- to 14-week implementation, and divided up into three different sprints. I don’t understand why anybody would ever do a traditional implementation again.
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I’m a big proponent of “the business needs to have skin in the game” with the technology solutions. So we actually have two model builders on my team, and it’s their responsibility to build new functionality and improve any existing capabilities that we have.
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So our fundamental business case was built around a reduction of inventory days of supply, and based on our initial results for our first season, we are exceeding our expectations. So our data is showing that we’ve removed approximately four to six days of inventory from our supply chain.
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We have definitely seen an improvement in our ability to forecast capacity. That should help lead to improved service levels, as well as the reduction of expediting expenses. To me, being able to look at demand and supply and the different components of supply and the status that they’re in—whether they’re in inventory, is it in process in the factory, is it in transit?
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And having that visibility into all of our products at one time in one view is very critical. That’s where you can start developing operational KPIs to evaluate inventory turn, look for opportunities to improve service levels. And we now have that ability that we did not have in an easy way prior.
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We’ve had a very good experience with Anaplan. I truly believe that they are looking out for us and want us to be successful.
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我叫韦德·莱瑟姆。我是卡特餐厅的高级运营总监。我负责预测和全球库存采购。
卡特公司是美国和加拿大童装的主要销售商。我们正在国际上发展，这导致了大量的SKU增长——我们实际上有超过25万个独特的产品SKU。
事实上，这些产品的生命周期都很短，在三到六个月的时间内就可以周转。由于产品的数量和快速转变，我们知道我们不能用旧的流程和旧的系统来管理这些。
我更希望我的预测人员花时间实际预测和评估他们所做的购买库存的决定，而不是在多个系统中运行报告并汇编数据。我们已经在传统供应链计划系统的道路上走了很远。我们在讨论这些想法，然后说:“我们需要Excel，这就是我们真正需要的。”我们的执行副总裁出去做了一些研究，这就是他如何找到ananplan的。
我们的第一个用例是我们所说的供应采购。我们从供应链中间的供应计算开始，但我们知道我们会扩展到需求规划和产能规划，最终进入S&OP。因此，我们希望实现真正的综合、全面的S&OP流程——基于我们在Anaplan的供应链成功经验，它实际上将扩展到我们的零售业务，并用于分类规划流程。
这是我第一次使用敏捷实现方法。我们有一个13到14周的执行期，并划分为三个不同的sprint。我不明白为什么有人还会做传统的实现。
我是技术解决方案“业务需要参与游戏”的坚定支持者。亚搏彩票app官方网站在我的团队中实际上有两个模型构建者，他们的职责是构建新的功能并改进我们现有的任何功能。
因此，我们的基本业务案例是建立在减少库存供应天数的基础上的，根据我们第一季的初步结果，我们超出了我们的预期。因此，我们的数据显示，我们已经从供应链中移除了大约4到6天的库存。
我们确实看到了我们预测产能能力的提高。这将有助于提高服务水平，并减少加急费用。对我来说，能够看到需求和供应以及供应的不同组成部分以及它们的状态——它们是否在库存中，是否在工厂中，是否在运输中?
同时在一个视图中看到我们所有的产品是非常重要的。这时你就可以开始开发运营kpi，以评估库存周转情况，寻找提高服务水平的机会。我们现在有了这种能力，这是我们以前不容易得到的。
我们和Anaplan有很好的合作经历。我真的相信他们是在照顾我们，希望我们成功。
