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From pumps to platforms: My unlikely journey into the world of Supply Chain
In this first article, Nishiket Sinha shares his journey from engineering and maintenance operations to supply chain consulting and enterprise planning. Drawing on hands-on implementation experience, he explores the practical realities behind demand planning, S&OP,...
What if every site in your network stopped guessing?
A supply chain leader shares what happened when they replaced instinct with precision. Live webinar, early July.
Why your S&OP process is creating the risks it’s supposed to prevent
Most S&OP programmes don’t fail dramatically. They fade. And while they fade, they’re quietly generating the very risks they were designed to prevent.
Planning for performance when the cycle moves in five directions at once
Industrial groups are planning across diverging cycles. As demand shifts unevenly, connected planning is key to maintaining accurate, real-time forecasts and confident decision-making.
Early warning signals in your supply chain
The signals are there. Scattered across systems, buried in data, hiding in plain sight. The question is whether anyone is listening.
When your cost programme is bigger than your planning model
Cost programmes across the automotive industry are delivering on paper, but failing to show up in the P&L. As OEMs juggle tariffs, EV transitions, and shifting demand, the real issue isn’t strategy, it’s the planning...
The planning gap no one talks about: why mid-market businesses are more exposed than they think
Mid‑market businesses sit in a dangerous middle ground: too complex for instinct‑led decisions, but still relying on spreadsheet‑based planning. This planning gap quietly increases risk, slows response, and erodes CFO confidence.
The Excel ceiling: when your most important planning tool becomes your biggest liability
Excel built the modern planning function, but it also quietly limits it. As scenarios take longer to run and risk hides in complexity, CFO confidence starts to fade. This article explores the real cost of...
Why your forecast was wrong again – and why it’s not your team’s fault
Forecasts are often wrong not because teams make mistakes, but because planning cycles move slower than the world around them. This piece explores the structural lag built into traditional FP&A processes, the external shocks that...
The forecast confidence gap: why bank CFOs don’t fully trust their own numbers, and what it takes to close the gap
The forecast confidence gap describes the tension many bank CFOs experience between the confidence a forecast projects and the confidence they actually feel. This insight explores where that gap comes from, assumption drift, disconnected models,...
