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David Food

Supply Chain Strategist at Prophetic Technology

Egham, United Kingdom

For me, every day is full, full of opportunity, full of potential, full of choices. Normally shared with others who are looking to understand better, gain clarity and insight and make choices that will make a difference to their teams, their businesses or their supply chains.

I find the accelerated pace of change is like kite flying; you have to be sensitive to the wind and catch the next gust to take you higher. The privilege of helping supply chain teams to understand better and strategize more clearly is both an ah-ha moment for me but also for all those involved.

Using intelligent technologies to automate simple tasks to unleash more time and space for innovation and change means I have to stay connected and socially engaged, as there is always something new to learn and apply. Being in the midst of the conversation means I get to cover a lot of ground and know a lot of people; the handshaking and coffee have been replaced by zooming/teams, but the opportunity to introduce and facilitate catalytic conversations is still at the centre of what I do.

Seeing people take intelligent supply chain and procurement systems to market gives me such a buzz. Helping to enlarge executives' worlds through educational experiences that lay the foundations for adopting Supply Chain Control Towers, bringing accelerated change. Adding responsive machine learning to adapt and improve forecasting into a large global company means more profit but also less waste and as a result, a better planet puts a smile on my face as I walk the dog and consider the beauty of creation.

I have grown a broad set of interests and experience that has added value to teams who have generated benefits out of supply chain, automated marketing, or social media. I love evangelizing on supply chain (Blockchain, Big Data, AI, drones, Machine learning, and 3D printing) and social media helps me bring a prophetic edge to future thinking. (A Supply Chain Futurologist who teaches Postgraduate students).

Available For: Advising, Authoring, Consulting, Influencing, Speaking
Travels From: Egham, London, Surrey, UK
Speaking Topics: Supply Chain, Procurement, Planning, Collaborative Leadership, Automated Marketing, Leadership, Servant Leadership

David Food Points
Academic 8
Author 1006
Influencer 254
Speaker 50
Entrepreneur 0
Total 1318

Points based upon Thinkers360 patent-pending algorithm.

Thought Leader Profile

Portfolio Mix

Company Information

Company Type: Company
Business Unit: Supply Chain
Theatre: Global
Minimum Project Size: $10,000+
Average Hourly Rate: $300+
Number of Employees: 1-10
Company Founded Date: 2002
Media Experience: 30 years
Last Media Training: 11/04/2024
Last Media Interview: 08/12/2024

Areas of Expertise

Agile 30.23
AI 30.17
Analytics 32.52
AR/VR 30.44
Autonomous Vehicles 30.58
Big Data 30.37
Blockchain 31.56
Business Strategy 34.91
Careers
Change Management 30.82
Climate Change 30.65
Cloud
Coaching
COVID19 35.90
CRM 30.04
CSR 30.23
Culture 30.19
Customer Experience 30.32
Customer Loyalty 30.06
Design Thinking 30.16
Digital Disruption 30.53
Digital Transformation 31.19
Digital Twins 36.19
Ecosystems 30.23
EdTech 30.57
Education 30.50
Emerging Technology 31.23
Entrepreneurship 30.32
ERP 30.02
Finance 30.93
FinTech 30.63
Future of Work 31.64
Health and Wellness 30.16
HR 30.40
Innovation 33.23
International Relations 30.34
IoT 30.25
IT Leadership 30.31
IT Strategy
Leadership 38.10
Management 31.20
Manufacturing 30.26
Marketing 30.25
Mental Health 30.07
Metaverse 30.19
Open Innovation 30.44
Predictive Analytics 30.31
Procurement 41.42
Retail 31.11
Risk Management 31.36
RPA 30.80
Smart Cities 31.25
Social 31.44
Startups 30.06
Supply Chain 48.12
Sustainability 34.03
Transformation 44.24

Industry Experience

Aerospace & Defense
Automotive
Chemicals
Consumer Products
Financial Services & Banking
Furniture
Healthcare
High Tech & Electronics
Higher Education & Research
Industrial Machinery & Components
Manufacturing
Media
Oil & Gas
Other
Pharmaceuticals
Professional Services
Retail
Telecommunications
Utilities
Wholesale Distribution

Publications

1 Academic Citation
“Implementation of Demand Sensing in Supply Chain Management”
Logistics Research Network
September 05, 2022
Akzhunis Arystanbek said: “It is a huge honour and pleasure for me to receive this award. My study involved an investigation into a very specialised area of supply chain management. When writing a dissertation, we all stand on the shoulders of giants.

“After graduating I moved on to continue my career in supply chain management at a metals and mining company in Kazakhstan.”

Akzhunis’s research was supervised by David Food, Industrial Fellow at WMG and Head of Supply Chain at Board International, who said: “Akzhunis was a thoroughly diligent and focussed researcher who delivered value and insight both through the creation of the data and in the interpretation of the results, delivering insights that would be commercially beneficial.”

See publication

Tags: Digital Transformation, International Relations, Supply Chain

2 Analyst Advisorys
Better Supply Chain Planning
Prophetic Technology
August 05, 2024
They say that if we fail to plan, we plan to fail, so we know planning can help. However, one reason planning does not help is that it often involves looking through a particular lens at a particular time to solve a particular problem.

So, the measures of success are different, the results are not what we hoped for, and the levers to make improvements are either absent or unclear to achieve the desired objectives.

When there are shortages in essential material supply, the critical driver is customer service to ensure future confidence and cash flow are maintained.

See publication

Tags: Supply Chain

Highlights from the Gartner Supply Chain XPO 2024
Gartner
May 06, 2024
Gartner set the expectation around rethinking the supply chain. Heightened expectations. Geopolitical uncertainty. Economic volatility. Talent burnout and more. The supply chain landscape has changed. CSCOs and supply chain leaders are continuously confronted with increasingly complex challenges and are expected to outperform and over-deliver.

See publication

Tags: Change Management, Leadership, Supply Chain

2 Analyst Reports
Improving Financial and Supply Chain Alignment
Board
July 10, 2023
Practical advice for eliminating supply chain bottlenecks through better cross-functional planning

See publication

Tags: FinTech, Supply Chain

Supply Chain Trends to watch for 2022
Board International
January 14, 2022
Dave Food explores the trends to pay attention to in SUpply Chain in 2022

See publication

Tags: Analytics, Digital Twins, Supply Chain

505 Article/Blogs
Adapting Still Requires You to Have a Plan
Linkedln
July 07, 2025
It’s tempting to believe that agility and responsiveness alone are enough to future-proof supply chains. We’ve seen disruption on an unprecedented scale—global pandemics, geopolitical unrest, climate-induced events, and shifting consumer behaviours. The lesson many have taken is that the key to survival is adaptation. But there is a crucial nuance that often gets overlooked: adapting still requires a plan.

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Tags: Leadership, Procurement, Supply Chain

Faith Has Substance — But It Must Be Applied
Linkedln
July 07, 2025
The word substance here is not poetic fluff. It comes from the Greek hypostasis—which means a real essence, a solid ground, something underneath that gives stability. Faith is not vague; it is rooted. It is anchored in the character of God, in the reliability of His Word, and in the assurance of things yet to come. But here’s the rub: faith must be applied.

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Tags: Leadership, Procurement, Supply Chain

What would Daniel say to us today
Linkedln
June 30, 2025
If Daniel walked into this room today, he wouldn’t be looking for a platform—he’d be scanning the marketplace, the boardroom, the classroom, the warehouse floor, the trading desk—that’s where the Kingdom must show up. He’d tell us straight: You’re not just called to worship on Sunday—you’re called to rule wisely on Monday.

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Tags: Leadership, Procurement, Supply Chain

The Benefits of Supply Chain Segmentation
Prophetic Technology
February 17, 2025
The benefits of segmentation become even more pronounced in the face of disruption. The pandemic, Brexit, and geopolitical tensions have highlighted the fragility of many supply chains. Businesses that had segmented their supply chains based on risk exposure and demand profiles were better positioned to pivot, leveraging alternative sourcing strategies, flexible manufacturing, and dynamic inventory allocation.

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Tags: Leadership, Manufacturing, Supply Chain

Fulfil your customer promise through concurrent planning
Linkedln
January 27, 2025
Customers expect rapid and reliable service; they demand not only the availability of products but also accurate delivery timelines and a seamless experience. For businesses, keeping such promises isn’t merely about having the right products; it’s about orchestrating a well-coordinated supply chain that can respond swiftly to changes. Central to this capability is concurrent supply chain planning—a modern approach that integrates multiple layers of planning in real-time to ensure that customer commitments are met with precision.

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Tags: Leadership, Procurement, Supply Chain

Recommended foundational reading on Supply Chain
Prophetic Technology
September 12, 2024
I was asked yesterday to recommend some foundational text to get someone who comes from a different discipline to understand supply chain. I tried to make it ten, having reviewed my reading lists for many courses I have taught at the University of Warwick WMG, University of Warwick University of Warwick - Warwick Business School Royal Holloway, University of London, University of Bath, University of Bristol University of the West of England Cass Business School Cranfield University Cardiff University / Prifysgol Caerdydd University of Hull Coventry University to name but a few in the UK.

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Tags: Education, Supply Chain

Thinking Differently about Forecast Error
Prophetic Technology
September 09, 2024
What are you doing to consider the source of your data, its relationships, and your attitude to the uncertainty surrounding that data and the resultant forecast?

As you mature your forecasting and planning processes, make sure you are considering the context in which the forecast is being generated and consequently think differently about forecast error, its sensitivity, and how variation will impact your resultant plans.

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Tags: Supply Chain

Prophetic Foundations for Market Readiness
Prophetic Technology
September 09, 2024
Positioning yourself to be responsive to market changes and align your business for adaptability and resilience, means we need to understand the direction of travel, the impact of change and the likelihood of that change. We then need to align our thinking and resources to ensure we are ready to pivot as required and leverage opportunity at speed.

How ready is your business to the alignment of future supply and capacity to future demand changes, get ready, plan and prepare, otherwise you will be playing catch up.

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Tags: Leadership

The Pareto Principle - a tool that still delivers value
Prophetic Technology
August 12, 2024
The Supply Chain can be complex, but sometimes simple tools will help us to cleanse and rebalance, a bit like a dishwasher cleaning tablet, something that is required once in a while so business as usual can continue efficiently and effectively without disruption.

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Tags: Education, Supply Chain

Planning, are you delivering?
Linkedln
June 10, 2024
The enhancement of your Supply Chain Planning (SCP) is a crucial objective to meet your customer needs while diminishing costs, and getting the most out of your company operations.

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Tags: Digital Transformation, Procurement, Supply Chain

Home working - who is it good for?
Linkedln
May 21, 2024
Working from home often leads to a more sedentary lifestyle, which can contribute to health issues such as weight gain, cardiovascular problems, and musculoskeletal disorders. Individuals may miss out on incidental physical activities without the need to commute.

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Tags: Digital Transformation, Procurement, Supply Chain

Enterprise Planning Blog
Board International
May 13, 2024
He has been providing future insight on Supply Chain strategy, systems and solution usage enabling Supply Chain Change and team process improvement. He is particularly interested in how companies can become disruptive through the leveraging of emerging technologies and approaches.

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Tags: Leadership, Marketing, Supply Chain

How healthy is your planning?
Linkedln
May 07, 2024
Based on a number of conversations I have had with planners and executives so far in 2024, the mental health impact on supply chain planners using Excel post-COVID can be multifaceted. It reflects the complexities of supply chain management, the unique challenges introduced by the pandemic, post pandemic habits and the limitations and pressures of using Excel as a primary tool for managing these complexities.

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Tags: Digital Transformation, Procurement, Supply Chain

Gartner SUpply Chain XPO 2024 - review
Gartner
May 07, 2024
s thousands of Supply Chain experts gather in Orlando, I have already heard a a number of times of the amount of change that is having to be dealt with and having the tools to deliver in these challenging times.

My thoughts are to the planners who are at work in the middle of all this making the magic happen, ensuring Supply meets demand, facilitating strategic momentum, and maintaining a competitive edge. Often with little time and inadequate tools.

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Tags: Change Management, Leadership, Supply Chain

Enhanced collaboration matters in Supply Chain Planning
Linkedln
April 25, 2024
Supply chain planning needs to further enhance collaboration today for several reasons, each critical to improving efficiency, reducing costs, and maintaining competitiveness in a dynamic market environment.

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Tags: Digital Transformation, Procurement, Supply Chain

Is your planning, built on Excel healthy and good for the team?
Linkedln
April 10, 2024
The mental health impact on supply chain planners post-COVID has been multifaceted. It reflects the complexities of supply chain management, the unique challenges introduced by the pandemic, and the limitations and pressures of using solutions such as Excel as a primary tool for managing these complexities. This has resulted in long hours, a significant increase in employee attrition, and declining planning productivity.

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Tags: Digital Transformation, Procurement, Supply Chain

Is your planning team thriving?
Linkedln
April 10, 2024
The mental health impact on supply chain planners post-COVID has been multifaceted. It reflects the complexities of supply chain management, the unique challenges introduced by the pandemic, and the limitations and pressures of using solutions such as Excel as a primary tool for managing these complexities. This has resulted in long hours, a significant increase in employee attrition, and declining planning productivity.

See publication

Tags: Digital Transformation, Procurement, Supply Chain

Why planning matters for Antifragile supply chains
Linkedln
April 02, 2024
Planning plays a pivotal role in creating an antifragile supply chain, which is not just about surviving under stress but also improving and becoming stronger from the experience of facing disruptions. In a world where supply chains are increasingly complex and exposed to a wide array of potential disruptions—from natural disasters and pandemics to cyber attacks and geopolitical changes—having an antifragile approach is essential.

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Tags: Digital Transformation, Procurement, Supply Chain

Supply Chain Planning improving, why not?
Linkedln
March 29, 2024
Supply chain planning needs to prioritize resilience and agility to cope with disruptive events such as a pandemic or a disruption to global shipping routes, including building redundancy into supply chains, diversifying sourcing strategies, and investing in technologies that enable rapid planning and adaptation to changing conditions.

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Tags: Digital Transformation, Procurement, Supply Chain

IBP - the pathway to achieving value
Linkedln
March 19, 2024
By defining and then continuing to review the objectives of Integrated Business Planning (IBP) within your organization. These objectives should align with the overall strategic goals of the business, improving profitability or enhancing customer service, or optimizing inventory management.

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Tags: Digital Transformation, Procurement, Supply Chain

Empower Supply Chain resilience through S and OP.
Linkedln
March 11, 2024
Sales and Operations Planning (S&OP) enhances supply chain resilience by providing a structured and collaborative approach to aligning key organisational functions.

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Tags: Digital Transformation, Procurement, Supply Chain

Integrated Business Planning IBP 2024 Guide (How to)
Linkedln
March 04, 2024
The 2024 Intent Group Guide on Integrated Business Planning (IBP) is a comprehensive resource derived from direct interviews with IBP, Planning, and Supply Chain Leaders. Want the full guide click here.

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Tags: Digital Transformation, Procurement, Supply Chain

Are your SC planning tactics match fit and market-ready?
Linkedln
February 26, 2024
We continue to wrestle with global instability, pandemic aftermath, and various factors contributing to raw materials and components shortages, resulting in production delays and increased costs. Fuel price fluctuations, labour shortages, and port congestion further escalate expenses, impacting profits.

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Tags: Digital Transformation, Procurement, Supply Chain

Improving SC visibility helps improve SC planning.
Linkedln
February 19, 2024
As I taught a course on improving visibility in supply chain planning last week, I was asked why ERP or SCP systems were insufficient; a planning layer is crucial for optimizing operations, reducing costs, and enhancing overall efficiency.

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Tags: Digital Transformation, Procurement, Supply Chain

Is planning around the Supply Chain cutting it?
Linkedln
February 14, 2024
There is an increased reliance on advanced technologies such as artificial intelligence, machine learning, and predictive analytics to enhance decision-making processes. Companies are looking for the integration of digital platforms and tools to enable dynamic decisions through visibility and collaboration across the entire supply chain. With an emphasis on agile supply chain strategies that can quickly adapt to changes in demand, disruptions, or market dynamics. With a focus on the use of scenario planning to model and prepare for various potential scenarios, allowing for proactive decision-making.

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Tags: Digital Transformation, Procurement, Supply Chain

55 Author Newsletters
Prophetic perspective for the marketplace
Linkedln
December 01, 2025
n the marketplace today, leaders are required to be more than just competent, strategic, or innovative. They are called to gather a prophetic perspective, a way of seeing beyond the obvious, listening beyond the noise, and acting beyond the limitations of human insight.

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Tags: Leadership, Procurement, Supply Chain

Today's Supply Chain Planning conundrum
Linkedln
December 01, 2025
The supply chain planning conundrum today is no longer a single problem but a tangle of interdependent tensions that refuse to sit neatly in any spreadsheet, dashboard or executive briefing. It is the uneasy reality that demand signals are noisier than ever, customer expectations are rising faster than our ability to model them, and the technologies designed to bring clarity often reveal greater complexity.

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Tags: Leadership, Procurement, Supply Chain

Portfolio complexity a key to Supply Chain responsiveness
Linkedln
September 15, 2025
Product portfolio complexity has become one of the defining challenges in a post-COVID world for supply chain management. In almost every sector, companies have expanded their product ranges in the pursuit of growth, customer choice and market segmentation. The logic is compelling: if we can offer more flavours, more pack sizes, more variations, then we will capture more of the market and respond more closely to customer needs.

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Tags: Leadership, Procurement, Supply Chain

Real time planning, is it what you need?
Linkedln
August 11, 2025
The pace and scope of change in the global marketplace has accelerated to a level that would have been unthinkable a decade ago. Geopolitical shocks, shifting consumer preferences, volatile raw material prices, and the increasingly unpredictable impacts of climate events now intersect in ways that test even the most robust networks. The result is an environment in which speed and precision are critical – but not all processes demand, or benefit from, the same tempo.

See publication

Tags: Leadership, Procurement, Supply Chain

What tune is your Supply Chain playing?
Planning, Food for thought
August 04, 2025
Imagine your supply chain as a grand orchestra. Each section – procurement, planning, manufacturing, logistics, sales, and customer service – plays its own vital part.

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Tags: Leadership, Procurement, Supply Chain

Enabling your Supply Chain Planners to make better decisions
Linkedln
July 28, 2025
The role of the supply chain planner continues to shift as Supply Chain moves from being cost centric to innovation centric. No longer simply schedulers or spreadsheet operators, planners are now central decision-makers. They sit at the heart of balancing demand and supply, managing risk, innovating service propositions and maintaining service in the face of disruption. Yet too often, planners are being asked to deliver clarity and control without the tools, data, or mandate to succeed.

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Tags: Leadership, Procurement, Supply Chain

Barriers to better Supply Chain Planning and how to overcome them
Planning, Food for thought
July 21, 2025
Supply chain planning is a critical competency for organisations seeking to remain competitive in an increasingly complex and uncertain world.

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Tags: Leadership, Procurement, Supply Chain

Daily alignment will release purpose
Linkedln
July 14, 2025
Most people rise each morning with an agenda that’s shaped by circumstance, not by a sense of calling. We are so easily driven by what’s urgent that we neglect what’s eternal. But the truth is, when we align ourselves with the Kingdom, something shifts in the very fabric of the day. We don’t just live better; we live more purposefully. We don’t just survive the day; we redeem it.

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Tags: Leadership, Procurement, Supply Chain

Am I adding value and making things better?
Linkedln
July 14, 2025
In the bustle of operational demands, firefighting daily disruptions, and responding to stakeholder expectations, it is easy to become immersed in the urgent at the expense of the important. Yet, as Martin Christopher has long argued, the supply chain is not simply a collection of functions or processes; it is a dynamic network that must be continuously aligned to serve the customer better, faster, and more efficiently.

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Tags: Leadership, Procurement, Supply Chain

Is Your Supply Chain Planning Evolving? If Not, It’s Dying
Linkedln
June 30, 2025
If your supply chain planning hasn’t changed dramatically in the last few years, it’s already obsolete. You might not see the damage yet, but make no mistake—it’s dying. The environment has shifted. The rules have changed. And staying the same is no longer a sign of strength. It’s a sign of decay.

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Tags: Leadership, Procurement, Supply Chain

Prophetic clarity released
Linkedln
May 18, 2025
When the world's noise grows louder and the line between truth and opinion becomes increasingly blurred, the need for prophetic clarity has never been more urgent. In times of confusion, God does not abandon His people to wander in the fog. Instead, He calls forth voices who see, hear, and speak with divine precision, cutting through the haze with the sharp edge of heaven’s perspective.

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Tags: Leadership, Procurement, Supply Chain

Skills of excellent Planning Leaders
Linkedln
May 18, 2025
Leadership in Planning has always demanded a blend of analytical rigour, strategic foresight and interpersonal dexterity. In today’s dynamic environment, where volatility is the norm, not the exception, these requirements have only deepened. To lead effectively in supply chain planning now means to go beyond managing systems and processes; it involves sensing patterns, responding swiftly to change, and inspiring cross-functional collaboration in the face of uncertainty.

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Tags: Leadership, Procurement, Supply Chain

Prophetic Impartation
Linkedln
May 12, 2025
I’ve always believed that the Holy Spirit was never meant to be confined to the four walls of the church. From the beginning, God’s intention was to dwell with His people, to walk among them, and to manifest His presence in every part of life. Somewhere along the line, though, we compartmentalised the sacred and the secular. We put Sunday in one box and Monday to Saturday in another. But if Jesus is Lord, then He is Lord of the whole week—and that includes the marketplace.

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Tags: Leadership, Procurement, Supply Chain

Having a distinctive voice in the noise
Linkedln
May 04, 2025
In a world obsessed with growth, speed, and self-promotion, a distinctive Christian voice in the marketplace isn’t just rare—it’s radical. Yet, it’s exactly what the world needs. Not another slogan. Not a polite nod to ethics. But a voice grounded in eternal truth, speaking with clarity, courage, and compassion into the heart of business, leadership, and daily decision-making. The marketplace is not neutral. It is shaped by values—often unspoken, frequently compromised. This is the battleground where faith either disappears into the background or steps up with conviction.

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Tags: Leadership, Procurement, Supply Chain

End-to-end Supply Chain Segmentation
Linkedln
May 04, 2025
Segmenting the end-to-end supply chain is not simply a matter of classification; it is a strategic discipline essential for aligning supply chain capabilities with business objectives. For too long, many organisations have operated a one-size-fits-all approach, treating all products, customers, and channels as though they share the same needs, value, and complexity. This homogenised treatment leads to inefficiencies, missed opportunities, and a misalignment between supply chain performance and what the business actually values.

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Tags: Leadership, Procurement, Supply Chain

Prophetic Exchange: A KINGDOM PERSPECTIVE IN BUSINESS AND BEYOND
Linkedln
April 18, 2025
This book is a practical, prophetic guide for believers navigating business, leadership, and innovation without compromising their values.

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Tags: Leadership, Procurement, Supply Chain

Your Supply Chain team makes the difference
Planning, Food for thought
March 17, 2025
The richness of your internal planning team is often seen as the cornerstone of effective strategy and competitive advantage. These teams bring together diverse skills, experiences, and perspectives, crafting intricate plans to navigate complex logistics, fluctuating demands, and shifting global markets.

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Tags: Innovation, Supply Chain, Sustainability

Dealing with spiritual overload as a leader
Linkedln
March 10, 2025
There are moments when the weight of responsibility feels almost unbearable as leaders. It is a strange irony that those who are called to lead, guide, and encourage others often find themselves battling an inner fatigue that few can see. This is not simply physical exhaustion but a spiritual overload that creeps in silently, sapping joy and clarity, leaving even the most seasoned leaders questioning their strength and purpose.

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Tags: Leadership, Procurement, Supply Chain

Beyond resilience, in your Supply Chain
Linkedln
March 10, 2025
The concept of supply chain resilience has become a cornerstone of strategic planning for businesses worldwide in today's economic atmosphere. Yet, as the complexity and volatility of global markets intensify, resilience alone is no longer sufficient. The idea of antifragility, as articulated by Nassim Nicholas Taleb, offers a compelling extension to traditional resilience frameworks. While resilience allows systems to withstand shocks and return to their previous state, antifragility empowers systems to thrive and grow stronger in response to adversity.

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Tags: Leadership, Procurement, Supply Chain

Let your SC planning tools do what they were designed for.
Linkedln
March 03, 2025
We are often tempted to intervene in the planning process, convinced that we can optimise and improve the predictions made by our tools. However, there is a growing recognition that our interference in the planning process may, more often than not, add unnecessary complexity and uncertainty. The irony here is that the very actions we take to improve the system might actually inject more noise into the process, making it harder to predict and plan effectively.

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Tags: Leadership, Procurement, Supply Chain

Navigating uncertainty prophetically
Linkedln
February 18, 2025
What if 2024 is the new norm for change and uncertainty? In times like these, the challenge for leaders—whether in ministry or the marketplace—is not just to react but to lead prophetically, discerning the movements of God and aligning people with His purposes. Leadership in uncertainty is not about having all the answers but being attuned to the One who does, walking by faith and not by sight, and creating a pathway where others can follow with confidence.

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Tags: Leadership, Procurement, Supply Chain

An invitation for leaders to encounter and learn
Linkedln
February 10, 2025
There is a great difference between knowing about God and truly knowing Him. Many believe in God, yet they struggle to experience the depths of His love. They know the facts, the doctrine, and the rules, but they miss the heart. It is possible to go through life with a theological understanding of God and still never encounter the fullness of His embrace.

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Tags: Leadership, Procurement, Supply Chain

Stewarding the Fathers heart with integrity
Linkedln
February 05, 2025
The prophetic is a gift, a privilege, and a responsibility. In a world where many voices claim to speak for God, accountability is not an option—it is a necessity. Without it, prophetic ministry can drift into error, pride, or manipulation. But when handled rightly, prophecy strengthens the church, encourages believers, and aligns people with God’s heart.

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Tags: Leadership, Procurement, Supply Chain

Why Supply Chain Planning upsets people
Linkedln
February 04, 2025
Supply chain planning, for all its sophistication, often infuriates people. It promises efficiency, yet it frustrates those it touches. Planning is about balance—predicting an uncertain future, managing constraints, and ensuring businesses deliver. But in doing so, it challenges assumptions, exposes inefficiencies, and forces difficult trade-offs. That’s why it upsets people.

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Tags: Leadership, Procurement, Supply Chain

Taking a prophetic stance
Linkedln
January 26, 2025
A prophetic stance is not solely about predicting the future but about speaking God’s truth into the present moment. This calling requires intimacy with the Father, clarity of vision, and the courage to act in alignment with His purposes, even when it challenges the cultural norms around us.

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Tags: Leadership, Procurement, Supply Chain

3 Books
Kingdom Leadership in a Global Marketplace
Good Story
August 31, 2025
In Kingdom Leadership in a Global Marketplace, David Food fuses biblical truth with real-world experience to redefine leadership as service, courage, and prophetic alignment. Drawing from decades in global supply chains, boardrooms, and ministry, he shows that true influence comes not from titles but from humility and integrity.

Here you’ll discover how to:

Lead with servant-hearted strength.
Discern God’s timing in fast-moving markets.
Build innovative teams rooted in trust and vision.

See publication

Tags: Business Strategy, Future of Work, Leadership

Prophetic Exchange
Goodbook
April 15, 2025
-Lead with integrity and insight
-Make strategic decisions with boldness and humility
-Align your business goals with a Kingdom blueprint

...It’s not just about profits—it’s about purpose. It’s time to see the marketplace as a mission field.

See publication

Tags: Innovation, Leadership, Transformation

Prophetic Exchange
Good Story
April 11, 2025
Whether you're launching a startup, leading a team, or seeking direction in your career, this book will help you:

-Lead with integrity and insight
-Make strategic decisions with boldness and humility
-Align your business goals with a Kingdom blueprint

...It’s not just about profits—it’s about purpose. It’s time to see the marketplace as a mission field.

Prophetic Exchange is now available.

See publication

Tags: Business Strategy, Leadership, Transformation

1 Conference Publication
What if scenario analysis can supercharge your business?
Board
May 29, 2023
Are you ready to supercharge your business with #ScenarioPlanning? Download this report sponsored by Board and produced by Lora Cecere, Founder & CEO at Supply Chain Insights.

See publication

Tags: Agile, Predictive Analytics, Supply Chain

2 Influencer Awards
Chief Digital Heros in Supply Chain
Settlemint
August 13, 2024
Our first podcast episode of Chief Digital Heros in Supply Chainis dropping tomorrow!

Catch a sneak peek where Dave Food FCILT FRSA FSCM, Supply Chain SME at WMG, Warwick University, and Head of Supply Chain at Board International, shares his expert insight on why blockchain hasn't yet become a game-changer in supply chains. ️

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Tags: Blockchain, Supply Chain

Reducing financial bottlenecks in the Supply Chain
Board
July 07, 2023
Many business leaders believe it is easy to establish a collaborative culture between Finance and Supply Chain teams. The reality, however, is that it's not so simple! How can businesses better align the two teams and actively explore activities which will eliminate financial bottlenecks in the Supply Chain? Find out in this infographic, which summarizes key findings from the recent research report produced by Lora Cecere, Founder and CEO at Supply Chain Insights, and sponsored by Board.

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Tags: Supply Chain, Finance

2 Influencer Newsletters
Prophetic Exchange - Are you seeing things clearly
Prophetic Technology
August 12, 2024
If the Church only engaged with the marketplace and empowered gifted men and women to share Godly wisdom and prophetic insight, the world would be a better place. Work would be more fun and less stressful, creativity would increase, and the marketplace drivers would ultimately change from profit-centric to prophetic-centric.

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Tags: Business Strategy, Creativity

Being Prophetic in the Marketplace
Prophetic Technology
August 05, 2024
Prophetic insight helps those looking to step forward into an uncertain future. Have you aligned your business to be the best that it can be?

Are your resources set to drive you forward and into your destiny?

Are your measures and goals aligned to keeping you on track to achieve the mission?

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Tags: Leadership

3 Keynotes
Making S&OP the heartbeat of your business
cparity
May 17, 2024
The shift from S&OP to IBP is not merely a change in terminology but a substantial transformation in how businesses plan and operate. By integrating various functions and fostering a collaborative environment, IBP helps organizations to be more strategic, agile, and responsive to market changes.

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Tags: Change Management, Leadership, Supply Chain

Imagine the Supply Chain of the Future
InnovatorsGate
April 21, 2022
As a provocation to discussion Dave Food, OPened up the discussion at Innovators Gate, to explore how future Innovators ought to think about the supply chain, and how they can best align themselves for growth, partnership and collaboration.

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Tags: Innovation, Supply Chain, Leadership

Innovating Profitable Manufacturing Supply Chains with Resilience APAC
Board
December 31, 1969
There is a growing need for more intelligent and holistic planning tools that ensure feasible and profitable Supply Chain plans.

Supply Chain leaders are being required to ensure the profitability of their supply chains while remaining resilient to disruption. A challenging balancing act at the best of times.

Join this webinar, where we will be joined by John Burdett, previously Supply Chain Director at Tata Global Beverages, to find out how:

Supply Chains can flex their supply without adding costs by increasing insight into supply capability
Businesses can leverage flexibility through suppliers and partners
Better use of data can create more adaptive Supply Chain Planning through more Intelligent Planning decisions

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Tags: Analytics, Digital Transformation, Supply Chain

7 Media Interviews
Key Elements to Optimizing Supply Chain Leadership for 2026 (and Beyond)
Supply Chain Now
October 22, 2025
Scott Luton engages with Dave Foor from Prophetic Technology and Paul Brooks from Go Further Consulting on Key Elements to Optimising Supply Chain Leadership for 2026 (and Beyond)

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Tags: Leadership, Supply Chain, Transformation

Supply Chain Now - Profitable Manufacturing unveiled - with CGI
Supply Chain Now
May 07, 2024
Eager to uncover the captivating revelations from our recent webinar? Don't miss out! Dive into the realm of manufacturing operations with insights from Scott Luton & Mary Kate Love, alongside CGI's Aumesh Hurry, Francis Bériault, CPA, and Dave Food from Board on pioneering S&OP strategies.

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Tags: Finance, Leadership, Supply Chain

The Supply Chain and The Future Of Retail
Authority Magazine
April 18, 2022
Dave Food in an interview with Martitia Mestey, shares insights into his journey into the supply chain, and how some life experiences have opened doors to different thinking and life-changing experiences. The adaptability that DAve encourages comes from confidence in future insight into the art of the possible and the potential of the probable, leading to early adoption and dynamic integration into innovative thinking and resilient and responsive supply chains.

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Tags: Emerging Technology, Retail, Supply Chain

How can businesses mend broken global supply chains?
Raconteur
January 05, 2022
A bevy of black swan events has made building resilience into supply chains even more challenging for businesses

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Tags: Analytics, Business Strategy, Supply Chain

Calls for more sustainable IT
Computer Weekly
January 01, 1970
Dave Food explains how IT will help the supply chain become and stay more sustainable

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Tags: Sustainability, Supply Chain, Procurement

Trust and Co-operation in Supply Chain Planning
Logistik Podcast
December 31, 1969
In today’s episode, we are joined by Dave Food, supply-chain consultant, lecturer, and thought leader, to explore one of the most underrated assets in logistics: trust. Together, they discuss how building trust between people, systems, and partners leads to better cooperation, stronger planning, and more resilient supply chains.

In this episode you’ll learn:

Why trust is the foundation for every successful supply-chain relationship
How to move from a blame culture to a true learning culture
The role of data trust in APS, IBP, and transport planning
How leaders can rebuild confidence after failure or disruption
The importance of aligned KPIs that drive collaboration instead of competition
Why “just one thing”—small, consistent improvements—can transform entire teams
What companies can learn from aviation and automation when it comes to trusting systems
Building trust doesn’t happen overnight — but it starts with the choice to cooperate.
Tune in to learn how small behavioural shifts and transparent communication can create supply chains that work with people, not against them.

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Tags: Leadership, Supply Chain, Transformation

How Politics Shapes Global Supply Chain (Pre election view)
Supply Chain Now
December 31, 1969
Hosts Scott Luton and Kim Reuter welcome special guest Dave Food, Strategy Director for Prophetic Technology to the show, and they explore how potential changes in U.S. policies could lead organizations worldwide to reassess their supply sources, particularly in the automotive and pharmaceutical sectors, amidst rising protectionism concerns.

Listen in as our panel discusses:

The importance of executive leadership in understanding supply chain risks and the ongoing challenges of talent shortages in the industry
The evolving landscape of logistics
The need for enhanced carrier diversification
The implications of technological advancements on the supply chain
Tune into this new episode for valuable insights on navigating supply chain complexities in a rapidly changing global environment.

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Tags: Business Strategy, Change Management, Supply Chain

3 Miscellaneouss
Supply Chain Planning - Food for Thought
logistik4punktnull.de
June 01, 2025
A bi-weekly podcast/blog on Supply Chain Planning

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Tags: Business Strategy, Leadership, Supply Chain

Day 1 at Reuters Event Supply Chain USA event in Atlanta!
Reuters
May 23, 2024
Some great discussions on the panel with @Nitin M. , VP Supply Chain Excellence at GALLO, and Caroline Troit, SVP Integrated Supply Chain Salon Centric at L'Oréal, discussing how to harness the power of Generative AI in supply chain management.

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Tags: Change Management, IT Leadership, Supply Chain

One-Third of Businesses Unprepared for Next Global Crisis
sdcexec.com
May 15, 2023
Like boxers, supply chains need to recover from the last hit, before they push into the next challenge, so having a strong foundation, with an an adaptive intelligent planning overlay is key.
have a look at this article from my coworker Marina Mayer

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Tags: Risk Management, Supply Chain, Sustainability

2 Panels
How Digital Transformation Is Shaping the Retail Supply Chain
Retail asia
January 10, 2022
In the recently concluded joint webinar by Retail Asia and Board Asia Pacific, How Digital Transformation Is Shaping the Retail Supply Chain, top executives discussed the effect of digitalisation in Asia and how businesses and retailers can create opportunities in the age of the digital era.

State of the supply chain

Opening the discussion, Head of Supply Chain Marketing of Board International David Food gave a quick overview of the state of the supply chain.

Food mentions that before the pandemic, retailers who get products offshore mainly try to get from the cheapest source. But COVID-19 made everyone desperate for supplies and decided to get products and supplies from whoever may deliver.

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Tags: Digital Transformation, Supply Chain, Retail

Taking On the Supply Chain Crisis with Advanced Decision-Making
Retail Wire
December 08, 2021
With holiday season kicking into high gear, watch this webinar on demand as our panel of Business Intelligence and supply chain experts give a frank assessment of the current situation and recommend ways to use Retail Planning & Analytics and other forms of Integrated Business Planning to greatly improve forecasting accuracy and responsiveness.
https://retailwire.com/resources/new-webinar-taking-on-the-supply-chain-crisis-with-advanced-decision-making/

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Tags: Analytics, Supply Chain, Retail

74 Podcasts
5th May 2024 - Communion Service - Guidebook For Change
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May 05, 2024
We Livestream our main activities to the Website, Facebook, LinkedIn, Twitter, Twitch, and Youtube, want to find out more details have a look at the website www.e-runnymede.co.uk We are a multinational charismatic Church, that looks to be prophetic to todays world.

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Tags: Leadership

RCF 140424 All Aged All Nation Service - Dave Food - Building Church for Community
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April 14, 2024

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Tags: Leadership

7th January 2024 - Communion Service - Dave Food - My Church is...
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January 07, 2024
We Livestream our main activities to the Website, Facebook, LinkedIn, Twitter, Twitch, and Youtube, want to find out more details have a look at the website www.e-runnymede.co.uk We are a multinational charismatic Church, that looks to be prophetic to todays world.

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Tags: Leadership

31st December 2023 Watch Night Service - Dave Food - A New Year, A New Way
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December 31, 2023
We Livestream our main activities to the Website, Facebook, Twitter and Youtube, want to find out more details have a look at the website www.e-runnymede.co.uk

We are a multinational charismatic Church, that looks to be prophetic because we are spirit-filled, believing and praying for miracles, con

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Tags: Leadership

16th April 2023 Infill Service - Dave Food - Broken but restored
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April 16, 2023
We Livestream our main activities to the Website, Facebook, Twitter and Youtube, want to find out more details have a look at the website www.e-runnymede.co.uk We are a multinational charismatic Church, that looks to be prophetic because we are spirit-filled, believing and praying for miracles, conn

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Tags: Leadership

9th April 2023 Easter Celebration & Communion - Dave Food - Living as Easter People
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April 09, 2023
We Livestream our main activities to the Website, Facebook, Twitter and Youtube, want to find out more details have a look at the website www.e-runnymede.co.uk We are a multinational charismatic Church, that looks to be prophetic because we are spirit-filled, believing and praying for miracles, conn

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Tags: Leadership

26th March 2023 - Teaching Service - Dave Food - Take up your Cross
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March 27, 2023
We continue to look at the Cross, what it means how it makes a difference. Today Dave Food explores what it means to take up your cross.

Runnymede CHristian Fellowship is based in Virginia Lodge, Off Station Road, Egham, Surrey and broadcasts its services on many platforms to connect with those on

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Tags: Leadership

19th March 2023 Infill Service - Dave Food - The Cross speaks
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March 19, 2023
We Livestream our main activities to the Website, Facebook, Twitter and Youtube, want to find out more details have a look at the website www.e-runnymede.co.uk We are a multinational charismatic Church, that looks to be prophetic because we are spirit-filled, believing and praying for miracles, conn

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Tags: Leadership

5th March 2023 - Communion Service - Dave Food - Leave the ashes behind
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March 05, 2023
We Livestream our main activities to the Website, Facebook, Twitter and Youtube, want to find out more details have a look at the website www.e-runnymede.co.uk We are a multinational charismatic Church, that looks to be prophetic because we are spirit-filled, believing and praying for miracles, conn

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Tags: Leadership

Prophetic Intent 2023 - Dave Food - Sharing the gifts
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February 25, 2023
We Livestream our main activities to the Website, Facebook, Twitter and Youtube, want to find out more details have a look at the website www.e-runnymede.co.uk We are a multinational charismatic Church, that looks to be prophetic because we are spirit-filled, believing and praying for miracles, conn

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Tags: Leadership

12th February 2023 Communion Service - Dave Food - Love Builds Forward
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February 12, 2023
We Livestream our main activities to the Website, Facebook, Twitter and Youtube, want to find out more details have a look at the website www.e-runnymede.co.uk We are a multinational charismatic Church, that looks to be prophetic because we are spirit-filled, believing and praying for miracles, conn

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Tags: Leadership

29th January 2023 Celebration Service - Dave Food - Free to start again
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January 28, 2023
Dave Food shares at Runnymede Christian Fellowship. Shares on to be Free to start again, where he shares how to begin again, as you live in the reality of your debt being paid by Christ, rather than lingering in the guilt of now. Runnymede Christian Fellowship is a lively Charismatic International C

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Tags: Leadership

22nd January 2023 - Teaching Service Dave Food - A New Way, a new day
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January 22, 2023
Dave Food shares at Runnymede Christian Fellowship. Shares on how to a new way a new day, where he shares how to know your slate is wiped, as Christ paid for your sins, rather than lingering in the guilt of now, to linger in His presence and grasp hold of His purposes for your life. Runnymede Christ

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Tags: Leadership

10th July 2022 - All Age Service - Dave Food - A vision to change the world
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July 10, 2022
Dave unpacks having visions to change the world, one drop at a time.

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Tags: Leadership

3rd July 2022 - Communion Service - Dave Food - Dare to dream
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July 03, 2022
Dave Food shares with Runnymede Christian Fellowship, in the first of a new series on Dreams and Visions, as he challenges us to Dare to Dream.

Runnymede Christian Fellowship meets at Virginia Lodge, off Station Road, Egham, Surrey, come and join with us as a lively International, Charismatic blend

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Tags: Leadership

22nd May 2022 - Teaching Service - Dave Food - Giving more than - enough
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May 22, 2022
We Livestream our main activities to the Website, Facebook, Twitter and Youtube, want to find out more details have a look at the website www.e-runnymede.co.uk We are a multinational charismatic Church, that looks to be prophetic because we are spirit-filled, believing and praying for miracles, conn

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Tags: Leadership

13th March 2022 All Age Service - Dave Food - Our Purpose - To Glorify God
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March 13, 2022
Dave Food shares with Runnymede Christian Fellowship, on our purpose in life is to Glorify Him. In daily living conencting the miraculous to life, means God is glorified. Being a a little more supernaturally engaged leads us to destiny wuth Him.

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Tags: Leadership

20th February 2022 Infill Service - Dave Food - Love that goes the extra mile
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February 20, 2022
Dave Food shares with Runnymede Christian Fellowship, in the series of Love that goes the extr mile, from one of the greatest sermons ever spoken.

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Tags: Leadership

12th December 2021 All Age Service - Dave Food - The unexpected Guest
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December 12, 2021
Dave Food shares at the Runnymede Christian Fellowship All Aged Service - on The Unexpected Guest

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Tags: Leadership

5th December 2021 - Communion Service - Dave Food Expectation
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December 05, 2021
Dave Food shares at the December Communion Service at Runnymede Christian Fellowship, in the new series on Expectation, about expectation

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Tags: Leadership

14th November 2021 All Age Service -Dave Food - Your Kingdom Come in me
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November 14, 2021
Part of the November Series Dave Food shares on Your Kingdom come, in me

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Tags: Leadership

3rd October 2021 - Communion Service - Dave Food - Dressed for Battle
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October 03, 2021
Dave Food shares the first in a new series for October on Battle Ready, starting with Dressed for Battle, - readiness for Spirit battles, at Runnymede Christian Fellowship, Egham,Surrey.

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Tags: Leadership

26th September 2021 - Teaching Service - Dave Food - Fruitfulness brings thankfulness
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September 26, 2021
Dave Food shares with Runnymede Christian Fellowship that "Fruitfulness brings thankfulness, thankfulness brings Fruitfulness

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Tags: Leadership

15th August Summer Infill Service 2021 - Dave Food - Baptised and filled
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August 15, 2021
Dave Food shares at our Infill Service on Being Baptised and filled with the Spirit, as part of the August series on Baptism

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Tags: Leadership

8th August Summer 2021 All Age Service - Dave Food - The Basics of Baptism
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August 08, 2021
Dave Food shares some of the basics on Baptism as part of the August series. At the August all Aged service

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Tags: Leadership

2 Quotes
2025 Predictions for Supply Chain
Thinkers360
November 25, 2024
Thinkers 360 shares insights from experts on the trends and direction of travel for SUpply Chain into 2025

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Tags: Supply Chain

Enabling the CSO (Chief Sustainability Officer)
World Economic Forum
May 22, 2024
Enabling the CSO (Chief Sustainability Officer) to report effectively on the status of targets and the achievements against them requires significant data and a powerful decision-support tool that will enable alerting and escalation processes to ensure corporate sustainability targets and goals are met, and risks of corporate penalties are minimised.

Here are some great stories and materials from Board customers and Partners of how they are achieving this.

https://lnkd.in/etg-krRE

https://lnkd.in/eJ6Wna98

https://lnkd.in/ePt3QfHE

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Tags: Future of Work

1 Speaking Engagement
S&OP to IBP - INsights to make IBP the heartbeat of your business
Board International
December 04, 2023
Ensuring that you are leveraging intelligence in data and the extended ecosystem and planning community has highlighted a need for more consistent ways of sharing assumptions, a more substantial agreed vocabulary on risk and exposure, and a need to extend and highlight planned alternatives in the mix.

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Tags: Business Strategy, Predictive Analytics, Supply Chain

4 Webinars
Supply Demand Show
Supply and Demand Show
April 29, 2024
ast week we explored the challenges of planning today's supply chains. On the Supply And Demand Show.

I met with Richard Crawford and Kerim Kfuri for a lively discussion on the direction of travel in planning.

https://lnkd.in/e5nCRUQx

Dave Food - A Passionate Supply Chain Advocate, Strategist, Innovator..

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Tags: Change Management, Leadership, Supply Chain

Improving Financial and Supply Chain Planning Alignment
Board
July 03, 2023
On-demand Webinar - How to Eliminate Bottlenecks in Cross-Functional Planning

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Tags: FinTech, Predictive Analytics, Supply Chain

Improving Financial and Supply Chain Alignment (APAC)
Board International
July 21, 2022
Supply Chain and Finance teams, despite working together for so long, still don’t have a common language for producing effective plans in APAC and beyond

How can you achieve supply chain excellence if the teams responsible for delivering it aren’t even speaking the same language? They might not even agree on what Supply Chain excellence is.

Creating a profitable and executable plan with increasingly complex supply chains is almost impossible while disconnects exist between Finance and Supply Chain teams.

Watch our webinar recording with Lora Cecere (Founder, Supply Chain Insights), where we explored new research into:

The current disconnect between Finance and Supply Chain
Creating cohesion between Finance and Supply Chain
Planning for unexpected events
The foundations of an executable and profitable plan

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Tags: Analytics, Supply Chain, Business Strategy

Improving Financial and Supply Chain Alignment
Board International
June 30, 2022
Supply Chain and Finance teams, despite working together for so long, still don’t have a common language for producing effective plans.

How can you achieve supply chain excellence if the teams responsible for delivering it aren’t even speaking the same language? They might not even agree on what Supply Chain excellence is.

Creating a profitable and executable plan with increasingly complex supply chains is almost impossible while disconnects exist between Finance and Supply Chain teams.

Watch our webinar recording with Lora Cecere (Founder, Supply Chain Insights), where we explored new research into:

The current disconnect between Finance and Supply Chain
Creating cohesion between Finance and Supply Chain
Planning for unexpected events
The foundations of an executable and profitable plan

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Tags: Analytics, Supply Chain, Business Strategy

1 Whitepaper
The Shape of Tomorrow s Supply Chains The Science of Sustainability
Doc Player
January 01, 2018
Dave Food explains how IT will help the supply chains of the Future become and stay more sustainable

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Tags: Sustainability, Supply Chain, Procurement

1 Workshop
How to ensure Supply Chain Buoyancy - in Emerging Markets - Dave Food
SCL Hub
February 08, 2024
How to ensure Supply Chain Buoyancy - in unpredictable MArkets - Dave Food

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Tags: Analytics, IT Leadership, Supply Chain

Thinkers360 Credentials

40 Badges

Radar

1 Technology
Demand Sensing

Date : July 30, 2020

The use of intelligent customer-facing data to influence and adapt forecasts and the way they are consumed, thereby reducing waste and increasing supply chain and therefore business performance.

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2 Predictions
2025 Predictions for Supply Chain

Date : October 23, 2024

In 2025

Automation of detailed reconciliation will become the Norm, but exception management will need new skills and enhanced tools.

Collaborative platforms will run across enterprises and supply chains rather than just within the company's walls.

The integration will be driven by the need for enhanced orchestration built upon richer, deeper data granularity and speed.

Visualisation and reporting will be better integrated and more intuitive to drive user-ready virtual dashboards running in real time.

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2022 Predictions for Supply Chain

Date : October 28, 2021

Predictive algorithms will predict the likelihood of a successful delivery so will prioritise success over difficulty.

Online shopping will start to offer delivery boxes for regular customers where delivery security is an issue.

Dynamic Cross-docking from truck to bike will grow in larger business cities for deliveries.

Predictive algorithms will start to make millions of simple supply chain decisions based upon probabilistic options

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Blog

11 Article/Blogs
Grandad, what's a Supply Chain Planner
Thinkers360
December 02, 2025

You know when you go into the kitchen and you’re hungry and you open the cupboard and there’s a tin of beans just waiting there? Or when you walk into the supermarket and the shelves are full of crisps and bananas and milk and bread, even though nobody you know works in a banana plantation? That doesn’t just happen by magic, though it might look like it. Behind the scenes, there are people called supply chain planners, and their job is a bit like being the conductor of a very large, very noisy orchestra where half the musicians have gone on holiday and the other half have changed their instruments without telling you.

I used to do something like that for a living. Not the orchestra, sadly, though I did once play the triangle at school, but the planning. Imagine you’re having a birthday party. You want balloons, cake, drinks, plates, a clown, and possibly a spare clown if the first one gets lost. You don’t want the balloons to arrive after the party or the cake to turn up a week before and go stale. You also don’t want to spend all your pocket money on too many crisps nobody eats. So you make a list, work out when things need to be bought, and keep checking that the shop still has everything. That’s planning. Now multiply that by a thousand products, a hundred countries, several lorry drivers, a few boats, some trains, and a cloud of spreadsheets, and you’ve got the job of a supply chain planner.

They start by guessing – well, forecasting, which sounds posher. They look at what people have bought before, at the seasons, at promotions, at weather forecasts, and try to work out how many boxes of cereal or packets of biscuits might be wanted in two weeks, two months, or even a year. This is a bit like trying to predict how many sprouts the family will eat at Christmas. You know roughly, but Auntie Mabel might suddenly become vegan or your cousin might bring a friend who eats like a horse. That’s where the planner’s skill comes in: reading patterns, spotting surprises, and not panicking when the sprouts go unsold.

Once they’ve got an idea of demand, planners work with suppliers and factories to make sure enough is produced, packed, and shipped. They juggle lead times, production schedules, and transport options. Sometimes the goods are on the other side of the world, on a ship that might be delayed by storms or blocked canals. Sometimes the lorry driver is off sick or the warehouse is full. Planners have to think ahead, line up alternatives, and keep everything moving. They’re like those people spinning plates on sticks, only with more emails.

And there’s a lot of talking. You might think planners sit quietly at desks with calculators, but really, they’re on the phone or in meetings, explaining why there aren’t enough biscuits or why there are suddenly far too many. They coordinate between salespeople who want everything now, finance teams who want to spend nothing at all, and operations teams who are trying to fit one more pallet into a warehouse already bursting at the seams. They have to be a bit diplomatic, a bit firm, and occasionally funny, otherwise everyone just shouts. Think of it as being the referee in a family board game, but with more spreadsheets and fewer tears, hopefully.

Of course, things go wrong. Ships get stuck, factories break down, customers change their minds. A good planner doesn’t just make a plan; they make a plan B and a plan C. They build in a little spare stock, a little extra time, or a backup supplier. They don’t always get it right – nobody can – but they get very good at reacting quickly. It’s not about predicting the future perfectly; it’s about being ready when the future does something odd, like a cat walking across the jigsaw you’ve been doing for hours.

So when you see a shelf full of chocolate bars, or your online order arriving the next day, think of the planners. They’re behind the scenes, working out how much to order, where to store it, how to move it, and what to do when half of it’s delayed. They’re part detective, part mathematician, part juggler, and part magician. Without them, the world would be a lot emptier and your sandwiches might be just bread. It’s not glamorous, and it’s not magic, but it’s clever, caring work that keeps everything ticking. And that, my dears, is what I did, though sometimes I still wish I’d stuck with the triangle.

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Tags: Leadership, Supply Chain, Transformation

Management of Portfolio complexity a key to Supply Chain responsiveness
Thinkers360
November 06, 2025

roduct portfolio complexity has become one of the defining challenges in a post-COVID world for supply chain management. In almost every sector, companies have expanded their product ranges in the pursuit of growth, customer choice and market segmentation. The logic is compelling: if we can offer more flavours, more pack sizes, more variations, then we will capture more of the market and respond more closely to customer needs. Yet while this strategy may work at the front end in terms of sales and marketing, it carries profound implications for the back end in terms of supply chain planning. What appears to be an incremental extension of range can trigger disproportionately high levels of complexity, variability, waste and cost throughout the chain.

At its heart, supply chain planning is an exercise in balancing demand and supply. It requires us to predict with some confidence what the market will require and to align capacity, inventory and distribution accordingly. The more complex the product portfolio, the harder this balancing act becomes. Forecasting is already challenging in volatile and uncertain markets; when demand is fragmented across hundreds or even thousands of SKUs, each with distinct consumption patterns, forecasting accuracy diminishes further. Small errors at the SKU level accumulate into significant distortions of stockholding, leading to either costly overstocks or damaging stockouts.

Complexity can magnify the bullwhip effect. A small shift in consumer demand for a specific variant is amplified as it moves upstream through the supply chain. Suppliers, faced with uncertain signals and nervous about capacity shortfalls, often overcompensate. The result is an unstable system in which inventory buffers are inflated and responsiveness is impaired. Ironically, in attempting to please the consumer through greater choice, companies often undermine the very reliability and availability that consumers value most.

The operational burden of product portfolio complexity is also considerable. Production scheduling becomes more fragmented as lines must be changed more frequently. Each changeover consumes valuable capacity and introduces the risk of error or downtime. Distribution becomes less efficient as load planning is compromised by the need to carry a wider range of products in smaller volumes. Warehousing costs rise as space and handling requirements increase. Even procurement and supplier relationships are affected as smaller order quantities and more diverse specifications complicate sourcing strategies.

It is important to recognise that complexity itself is not inherently negative. Some complexity is a reflection of genuine market diversity and differentiated customer requirements. Global markets with distinct cultural preferences may necessitate a wider product palette. In premium categories, a proliferation of options can be part of the brand proposition. The danger lies in unmanaged complexity, where product proliferation is driven more by internal enthusiasm or competitive mimicry than by demonstrable customer value. Too often, organisations fail to apply a disciplined lens to range expansion, neglecting to assess the total supply chain cost implications, thereby parking future profitability because of discounting and write-off costs.

From a planning perspective, the challenge is to create visibility and segmentation. Not all products are equal in their contribution to revenue or margin. The classic Pareto principle applies: a relatively small proportion of SKUs typically account for the majority of sales. By identifying and prioritising the critical few, planners can focus resources and forecasting attention where it matters most, while managing the long tail of slower-moving items in a different manner. Advanced planning systems and demand sensing tools offer support here, but they require clean data and clear rules to be effective.

The financial consequences of unmanaged complexity are significant. Inventory is often where the hidden costs accumulate. Stock is tied up in slow-moving SKUs, yet the system still experiences shortages of fast movers. Working capital is consumed unnecessarily, service levels decline, and planners find themselves constantly firefighting. In a constrained economy where cash flow and resilience are paramount, this is an unsustainable position.

The strategic response lies in bringing supply chain thinking into the heart of portfolio decisions. Commercial teams must understand that every new SKU is not just a marketing initiative but a supply chain commitment. Cross-functional processes are necessary to evaluate proposed launches against a comprehensive set of criteria, including the impact on the supply chain. Regular reviews of the existing portfolio should identify candidates for rationalisation, pruning back the long tail to release resources and capacity. The prize is not only lower cost but also greater agility, as a less cluttered supply chain can respond more quickly to genuine changes in demand.

Product portfolio complexity and supply chain planning are inseparable. To manage one requires mastery of the other. Organisations that succeed will be those that balance customer choice with operational simplicity, applying discipline to growth strategies and harnessing technology to enhance visibility and responsiveness. In doing so, they will not only improve efficiency but also build more resilient or anti-fragile supply chains that can thrive in the face of uncertainty.

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Tags: Culture, Leadership, Supply Chain

Supply Chain Planning Enigma
Thinkers360
October 29, 2025

Supply chain planning remains one of the most persistent enigmas in modern business. Even with decades of technological advances, from the first Material Requirements Planning systems to today’s machine learning algorithms, organisations still struggle to align supply and demand in a world where volatility has become normal. The challenge is not simply the complexity of networks or the unpredictability of markets; it is also the cultural and behavioural dynamics that sit beneath the process. As the strategist Peter Drucker once observed, “There is nothing so useless as doing efficiently that which should not be done at all,” and nowhere is that more accurate than in planning departments churning out elegant but disconnected outputs.

At its heart, planning is the attempt to synchronise diverse and sometimes competing activities: procurement, production, logistics, and customer fulfilment. Yet too many companies still treat it as a back-office task rather than a strategic capability. The result is fragmented forecasting, conflicting assumptions, and duplicated efforts. Companies invest heavily in new digital platforms, hoping for clarity, but without aligned behaviours and incentives, these tools often digitise old habits rather than transform them. In this sense, the technology gap is closing, but the mindset gap remains wide.

The history of supply chain planning is marked by numerous false dawns. Advanced Planning and Scheduling in the 1990s, collaborative planning in the 2000s, and today’s AI-driven forecasting engines each promised to remove uncertainty and deliver precision. They have undoubtedly improved visibility and speed, yet they have not eliminated the fundamental human challenges of judgement, trust and cross-functional collaboration. Yossi Sheffi has written frequently about the human factor in resilience, noting that “technology can process information, but it cannot provide judgment.” This is precisely why planners remain indispensable, interpreting models, reconciling anomalies and sensing signals that algorithms cannot see.

Forecasting itself is emblematic of the enigma. Managers know that forecasts will never be perfect, yet they persist in measuring success as if perfection were possible. This creates perverse incentives and a misplaced obsession with forecast accuracy rather than organisational agility. The real question is whether the business can adapt when the forecast is wrong. In a world of black swans and grey rhinos, it is not the accuracy of the prediction but the flexibility of the response that defines competitiveness. Planning must therefore evolve from a deterministic process focused on “getting it right” to a dynamic capability focused on “getting ready.”

Achieving this shift demands leadership as much as analytics. Planners need the trust of executives to take informed risks and make rapid adjustments. They also need the humility to listen to colleagues, suppliers and customers, blending quantitative signals with qualitative insights. This is less about solving a mathematical equation and more about conducting an orchestra. A conductor does not play every instrument but ensures harmony among diverse players. Similarly, supply chain planners orchestrate data, capacity and demand across networks to achieve outcomes greater than the sum of the parts.

Data, decisions and dialogue must work together. Data must be timely and accurate, but without context, it remains inert. Decisions must be supported by analytics but not delegated entirely to machines. Dialogue – the continual exchange across functions, suppliers and customers – is what turns abstract plans into operational reality. In volatile markets, it is the speed and quality of these conversations, rather than the precision of the model, that create a competitive advantage. Recent disruptions, from pandemics to geopolitical tensions and climate shocks, have exposed the fragility of extended supply chains and the inadequacy of static plans. The organisations that performed best were not those with the most advanced forecasting systems but those with diversified supply bases, built-in buffers and empowered teams ready to pivot. The military aphorism that “no plan survives first contact with reality” applies directly to supply chains. The true test of planning lies not in how it looks on a dashboard but in how it functions when reality intervenes.

Reframing the enigma means seeing planning not as a quest for perfect prediction but as a discipline of sensing, learning and adapting. It calls for leaders who understand both systems and people, who blend analytics with intuition, and who elevate planning from a procedural necessity to a strategic differentiator. When this happens, planning becomes a source of customer satisfaction, resource stewardship and organisational resilience rather than a perennial headache.

The supply chain planning enigma may never disappear entirely, but it can be progressively mastered. This is not the work of a single project but of a sustained commitment to culture, capability and continuous improvement. The organisations that take this path will not only weather uncertainty but turn it into a competitive advantage. If your business is ready to move beyond forecasting obsession and build true planning agility, start the conversation now, invest in your people and processes, and transform planning into the strategic powerhouse it is meant to be.

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Tags: Predictive Analytics, Supply Chain, Transformation

Supply Chain Planning Pilates
Thinkers360
September 01, 2025

Supply chains have always been about balance, rhythm and resilience, but in the current climate the need for flexibility has never been more apparent. The phrase that comes to mind is “supply chain planning pilates” because, much like the discipline itself, successful planning requires strength at the core, controlled movement, and the ability to adapt posture in response to pressure. We can talk endlessly about forecasting accuracy, digital twins, and advanced analytics, but the reality is that unless the organisation has the capacity to flex and flow with demand and supply changes, it will always be left rigid, exposed and unable to recover quickly when the unexpected arrives.

Think for a moment about what pilates asks of its participants. There is an emphasis on alignment, on stretching without snapping, and on maintaining form while moving through a sequence. That is exactly the quality modern supply chain planning must demonstrate. It is no good being strong but stiff, nor being loose without structure. What is required is that blend of core control and external flexibility. The ability to sense changes in the environment, reconfigure resources, and realign plans without losing the integrity of the operation is what defines competitive advantage today.

This flexibility begins with planning horizons. Traditional planning cycles have been slow and calendar bound, with monthly or quarterly reviews dictating decisions. The world does not operate to that rhythm anymore. Demand signals shift daily, supply disruptions occur without warning, and consumer expectations are more immediate. Organisations that insist on rigid cycles find themselves locked into assumptions that can quickly prove outdated. By contrast, those who have invested in processes and systems that allow plans to be rebalanced in real time demonstrate an agility akin to the controlled flow of pilates movements. They may not always know what stretch is required next, but they have the discipline and structure to move into it without injury.

One retailer I worked with illustrates the point. Their planning process was historically built around long-range promotions and seasonal cycles. When a sudden shift in consumer buying patterns occurred—triggered by social media influence on a product they had never forecast to peak—traditional planning would have left them paralysed. Instead, because they had invested in flexible demand sensing, they were able to adjust forecasts within days, reallocate stock from less responsive categories, and meet the surge without empty shelves. It was not perfect, but it was agile enough to maintain customer trust and capture incremental revenue. They had effectively stretched and held the posture, where a more rigid organisation might have torn a muscle in the form of stockouts and lost loyalty.

Flexibility also matters in supply assurance. In the manufacturing sector, where a company sourcing critical components from a limited supplier base found itself vulnerable when regional geopolitical tensions disrupted the usual flow. Their earlier investment in scenario planning and supplier collaboration meant they were able to shift volumes to an alternative source and re-sequence production schedules without shutting down lines. Again, the parallel with pilates is clear. Rather than resisting and breaking under pressure, they absorbed the movement, adjusted their position, and carried on functioning.

There is also a people dimension here. Just as pilates strengthens not only the muscles we see but also the deeper stabilisers, flexible supply chain planning depends on building capabilities within the team that are often less visible. Analytical skills, cross-functional collaboration, and the ability to challenge assumptions are not always obvious in day-to-day operations, but they are the stabilisers that keep the organisation balanced when big movements are required. Without them, technology alone cannot deliver agility. Training, empowerment, collaboration and communication all form part of the exercise regime that makes the supply chain supple and strong.

Technology does, of course, play its part. Cloud-based planning platforms, artificial intelligence, and machine learning give organisations the ability to crunch data, test scenarios and sense change faster than ever before. But without the mindset of flexibility, these tools become little more than rigid dashboards. The best organisations integrate them into a philosophy of movement and decision. They ask not only “what is the most likely scenario” but also “how quickly can we flex to an alternative one.” They build digital muscles that complement the human ones, ensuring that when a stretch is required, the body of the supply chain can handle it.

The metaphor may seem light, but its implications are serious. Rigid supply chains snap under stress. Flexible supply chains bend, recover and even grow stronger, the rise of discussions around antifragility evidence this. Much like pilates practitioners who find that over time their posture improves, their resilience increases, and their movements become more fluid, organisations that practise planning flexibility discover that crises become less threatening. They approach change not with fear but with readiness, knowing that their core is strong and their form adaptable and responsive.

The lesson for leaders is to embrace this discipline. Invest in the core capabilities—data visibility, scenario planning, cross-functional collaboration—that allow for strength and balance. Then encourage the stretching—test assumptions, explore alternatives, challenge rigidity—so that the organisation remains flexible. Over time, this combination becomes second nature, and when the unexpected occurs, the supply chain flows through it with controlled movement rather than panic.

The concept of Supply chain planning pilates is not a gimmick but a reminder that in a world of persistent change, the organisations that thrive are those that are supple, balanced and strong at the core. Flexibility is not weakness; it is controlled strength. And in today’s environment, it is the most important exercise any supply chain can practise.

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Tags: Leadership, Management, Supply Chain

Using AI to improve replenishment planning
Thinkers360
June 17, 2025

Artificial Intelligence is increasingly becoming part of the fabric of everyday business life, and in the world of supply chain management, its influence is already reshaping how we approach some of the most complex challenges. One such area experiencing profound change is replenishment planning. As someone who has spent decades observing the evolving dynamics of planning and logistics, I find it both encouraging and cautionary to consider how AI is being used in this space — and more importantly, how it should be used.

Replenishment planning has always been a critical function within the supply chain. Its role — ensuring the right products are in the right place at the right time — sounds simple enough on the surface, but anyone involved in the process knows the sheer number of variables, constraints, and human behaviours that complicate the task. Traditional methods relied heavily on spreadsheets, rule-based systems, and the accumulated experience of planners. These methods were not necessarily broken, but they were often reactive and cumbersome. Forecast inaccuracies, promotional distortions, seasonality shifts, and supply variability made the job one of ongoing firefighting.

With AI, we now have the tools to move from reactive to proactive, from static to dynamic, and from gut-feel to data-led decision making. Machine learning algorithms, for example, are being trained to identify patterns across vast amounts of historical data. These models don’t just produce a more refined forecast — they adjust to changes in demand behaviour, learn from anomalies, and continuously improve over time. Rather than being bound by preset rules, AI systems adapt to nuance, which is especially valuable in sectors like FMCG where volatility is the norm rather than the exception.

But it’s not just about forecasting. AI plays a key role in shaping the replenishment decisions themselves. It can evaluate multiple factors — lead times, supplier reliability, logistics capacities, inventory policies, customer service levels, and even weather data — to recommend optimal reorder quantities. It can flag when a promotion is likely to distort the replenishment pattern or when a stockout risk is emerging before the data becomes obvious to human planners. In essence, AI is providing planners with a level of foresight and granularity that was previously impossible to achieve at scale.

It is a mistake to think of AI as a magic wand. Despite the extraordinary advances, AI systems are only as good as the data they are fed and the governance structures around their use. In replenishment, context still matters. Human judgment, local knowledge, and commercial instincts remain essential. The challenge is to bring together the best of both worlds — to create systems where AI augments rather than replaces the planner. This isn’t about choosing between people and machines. It’s about recognising that the future of replenishment planning lies in collaboration between the two.

Collaboration needs to be built on trust. For planners to embrace AI recommendations, they need to understand them. Black-box algorithms, no matter how powerful, breed suspicion when their outputs can’t be explained. This is where the role of explainable AI becomes critical. Transparency in how decisions are made allows planners to engage with the system, not just observe it. It also fosters accountability — a necessary safeguard in a discipline where wrong decisions can have significant downstream impacts.

The integration of AI into replenishment planning is not without growing pains. There are issues of organisational readiness, data quality, skills gaps, and cultural resistance. Yet the direction of travel is clear. Those businesses that are willing to invest in the right systems, the right people, and the right mindset are already seeing returns, not only in inventory performance but in the resilience and agility of their supply chains. They are moving faster, making smarter decisions, and responding more effectively to change, beating the competition.

As with all technological advances, the question is not whether AI will be used, but how wisely. We must be deliberate in ensuring that our use of AI in replenishment planning serves the broader purpose of sustainable, customer-focused supply chains. We must also ensure that the human element is never lost in the process. After all, the best plans — whether driven by people or powered by algorithms — are those that combine intelligence with wisdom.

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Tags: Agile, AR/VR, Supply Chain

Daily Habits of a Good Supply Chain Planner
Thinkers360
April 24, 2025

Of all the roles within the supply chain, few are as pivotal as that of the planner. Their ability to influence the smooth and responsive flow of goods and services is unparalleled. Yet it is not the grand strategic initiatives that define the true excellence of a planner, but rather the small, consistent daily habits that accumulate over time to create a resilient, agile supply chain. In the spirit of Martin Christopher’s emphasis on responsiveness, collaboration, and value creation, it is worth reflecting on the daily practices that underpin success in this critical role.

A good planner begins each day with a clear review of the landscape. They start not with a reactive glance at yesterday’s problems but with a structured, forward-looking assessment. This discipline of looking ahead ensures that actions taken today are aligned with tomorrow’s needs. A strong planner will take time each morning to review demand signals, check supply constraints, and reconcile plans with actual market movements. They understand that agility is not about constant reaction, but about anticipation, seeing potential disruptions before they emerge and positioning the organisation to respond with confidence.

Communication, so often spoken about yet so seldom practised with excellence, it is a daily ritual for the effective planner. They do not retreat into spreadsheets or rely solely on systems; instead, they actively maintain dialogue with stakeholders across sales, operations, procurement, and logistics. These conversations are not perfunctory but purposeful, designed to align expectations, surface early warnings, and reinforce a culture of shared responsibility. Trust, after all, is the lubrication of the supply chain, and planners build it incrementally, conversation by conversation.

The best planners have a commitment to continuous learning. Every day presents fresh insights if one is attentive. They approach their work with curiosity, seeking not just to process information but to understand the ‘why’ behind patterns and anomalies. They reflect daily on what went well, what could be improved, and how systems, processes, and their own judgement and instincts can be sharpened. They view forecasts and plans not as rigid edicts but as hypotheses to be tested and refined, embracing the reality that in supply chain management, certainty is a myth and adaptability is a necessity.

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Tags: Business Strategy, Leadership, Supply Chain

Looking through the lens of the present
Thinkers360
August 20, 2024

The concept of "the prophetic overlay of now over the future" suggests a profound connection between the present moment and what is yet to come. It embodies the belief that the present, with all its intricacies, challenges, and choices, is not merely a transient point in time but a crucial foundation upon which the future is built. In this view, the present contains within it the seeds of tomorrow, offering glimpses, or even direct reflections, of what the future may hold.

In a Christian perspective, this idea resonates deeply with the notion of prophecy. The present is seen as imbued with divine significance, where current events and personal experiences are not just random occurrences but part of a larger, God-ordained narrative. This perspective holds that the choices we make, the values we uphold, and the actions we take today are all threads in the tapestry of God's plan, weaving together the reality of the future.

The present moment, then, is not just a passive experience but a dynamic intersection of divine will and human agency. It is in the "now" that God’s voice can be heard, guiding believers towards a future that aligns with His purposes. The unfolding of current events, whether personal or global, can be interpreted as prophetic signals—signposts that point towards the fulfilment of God’s promises or warnings of potential paths that diverge from His will.

This urges a heightened awareness of both the present and God's future perspective, encouraging a life lived with intention and faith. Today's actions, thoughts, and prayers are seen as having a direct impact on the future, not just for oneself but for the world at large. In this way, the present is more than just a moment in time; it is a sacred opportunity to align with God’s plan and contribute to the unfolding of His vision for the future.

In Christian thought, the nature of the present invites believers to seek God’s guidance, interpret the signs of the times, and live in a way that anticipates and prepares for the fulfilment of divine promises. It is a call to recognize the weight of the "now," understanding that in every moment lies the potential to shape the future in accordance with God’s will. Thus, the present is not just a prelude to what is to come but an active, living foundation for the future that awaits.

We not only need market-ready thinkers who bring prophetic insight to the future, but also strategists who apostolically lay down foundations to guide us in the here and now to lay foundations for the future and what is to come.

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Tags: Leadership

Being Prophetic In the Marketplace
Thinkers360
August 14, 2024

In today's rapidly evolving business landscape, the ability to anticipate trends, foresee challenges, and envision future opportunities is more crucial than ever. This prophetic insight, often associated with spiritual foresight, can be applied pragmatically to the marketplace to drive innovation and sustainable success. Being prophetic in the marketplace means leveraging visionary thinking, intuitive decision-making, and strategic foresight to navigate complexities and seize emerging opportunities.

Prophetic insight in the business context is the capacity to discern patterns, predict future market behaviours, and make decisions that align with long-term objectives. It transcends conventional strategic planning by integrating intuition, deep analysis, and an acute understanding of the industry's trajectory. This approach requires business leaders to be forward-thinking, adaptable, and constantly attuned to their environment's shifting dynamics.

To cultivate a prophetic mindset, business leaders must embrace some key principles:

Developing a clear and compelling vision for the future is foundational. This involves not only setting ambitious goals but also visualizing the steps required to achieve them. Visionary leaders inspire their teams with a sense of purpose and direction, creating a shared commitment to the organization's future.

While data-driven decisions are essential, intuition is critical in navigating uncertainty. Intuitive leaders trust their instincts, often making bold choices that others might shy away from. This requires a deep connection with one's inner sense of judgment and the courage to act on it.

The marketplace is constantly changing. Prophetic leaders are lifelong learners, continuously seeking new knowledge, skills, and perspectives. This commitment to learning ensures that they remain adaptable and capable of responding to emerging trends and technologies.

Effective foresight involves scanning the horizon for potential disruptions and opportunities. This includes staying informed about industry trends, technological advancements, and socio-economic shifts. By anticipating changes, prophetic leaders can proactively adjust their strategies and remain ahead of the curve.

Applying prophetic insight in the marketplace involves several practical strategies:

A thorough market perspective and trend analysis can be essential for understanding the forces shaping the industry. This involves considering consumer behaviour, competitor strategies, and technological innovations. By identifying patterns and predicting future developments, businesses can position themselves strategically for success.

Embracing innovation is crucial for staying relevant in a competitive marketplace. Prophetic leaders foster a culture of creativity and experimentation, bringing God-given insight and encouraging their teams to explore new ideas and approaches. This adaptability enables businesses to pivot quickly in response to changing conditions.

Scenario planning involves exploring potential future states and developing strategies for each. This will enable businesses to prepare for various contingencies, ensuring they are ready to navigate unexpected challenges. By considering different scenarios, leaders can make informed decisions that align with their long-term vision.

Collaboration with other organizations, industry experts, and thought leaders can provide valuable insights and resources. Strategic partnerships enable businesses to leverage external expertise, share knowledge, and co-create innovative solutions. These alliances can enhance a company's ability to anticipate and respond to market changes.

Being prophetic in the marketplace is not about predicting the future with absolute certainty but about developing a God-given mindset and strategies that enable businesses to navigate uncertainty confidently. By embracing visionary thinking, intuitive decision-making, and strategic foresight, business leaders can drive innovation, anticipate challenges, and seize opportunities. In a world where change is the only constant, prophetic insight is the key to sustaining long-term success and achieving a competitive edge.

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Tags: Leadership

Authentic planning leads longevity
Thinkers360
June 10, 2024

Nowadays, companies must compete on purpose, authenticity, and organisational structure to win talent. Members of the next generation want to be at a company where work means more than a pay check. They believe work can be an expression of our creativity. Here after some point of view of an outsider.

As a general rule, the slowest thing to change about civilization is human nature. It is easier to upgrade technology, but when it comes to people’s habits and beliefs, change takes time. Focusing in our unconscious patterns allows us to overcome habits that get in the way of our relationships, decisions or careers. In order to create a strong corporate culture and achieve a remarkable success, a company should make enormous transformations, nor only technologically speaking but gaining alignment on the philosophy around the workforce. 

It has been mentioned on and on the need to create a family like environment at our workplace. Family life is where we recognise that emotions matter. Good organisations should know how to read and appraise emotions, as emotions are indicators of employee’s passion. Life in an organisation should do the same. 

Gaining presence and participating in a family requires a much more cultivating engagement. Families tend to work best when everyone has sufficient context for understanding the group's goals: through vigorous discussion they learn to solve problems as a group and work to help achieve them; more open, inclusive, participatory environment are some of the values we find in family life, values which can help to create more humane workplaces where each individual has the opportunity to fulfil his/her purpose for existing. 

Leaders: Leaders’ approach has to be not a “me” successful but an “us” successful company. To do this, they have to open up to all ideas their executives suggest and manage how all together could achieved the vision and mission the company pursues. A manager has to get into the skin of his employees; he needs to understand their minds and hearts so they can excite them about and give purpose to the work. Enlarge the brains and purpose of life of the workers with context and insight and show them how you really feel. Instead of top-down management use a “team of team” approach, aligning on goals on the individual and team levels provide the accountability and business context. Invite them to a philosophy of a common journey to see themselves and each other as positive talented fellow travellers in search of productivity.

A good leader will recognize what actually motivates their staff. Many younger employees put a premium on individuality and are aware that they need to constantly master new skills to stay relevant. 

Give your team something to work towards and make them feel like they’re an essential part in the wheel of your business. The wise leader will focus on results and performance, not punching a clock. Indeed, several recent studies, including one by Boston Consulting Group, found that forcing employees to take extended periods of time off actually results in better productivity, giving them the chance to pursue their own projects; employees are encouraged to spend one day a week working on side projects of their choosing, those big thing they want to achieve in life.

The success of a business depends on every manager’s ability to encourage employees to optimise their true potential. The faster staffs find opportunities to develop, the more engaged they will be. Companies that have given key talent room to express themselves, have been rewarded with loyalty and innovation.

 Many firms operate personal development schemes not just to share knowhow and company culture, but to bring in fresh ideas. “Externship” program as spending six months working at another firm of their choice is a win-win opportunity both for employees to gain experience and for companies keeping their best people challenged and earning the benefits of the new things learnt, a way to motivate and develop key talent. Encouraging employees to invite outside experts to their working place, or ensuring key staff members attend conferences, or giving employees a birthday bonus for them to spend on any personal development course of their choice, recognising their potential as an employee and as a person.

Employees have a voice in decisions that impact them and the company; consequently, they can give feedback that allows the company to keep improving. Employees most appreciate practical benefits like the possibility to count on training, the company covering some expenses done to better accomplish a task, a fair salary corresponding to the employee’s level of competence, or classes for free. Employees should be given the flexibility and autonomy to find the best way to achieve success and perform their tasks without someone watching over them, of course keeping in mind a responsible attitude towards the company’s goals.

Employees regularly cite company culture as a reason for staying within an organization. The way many companies attempt this is by creating a social community in the workplace. 

Training engages employees into the company’s mission, vision, and knows how. They require to constantly attending training that deal into the ins and outs of the company and give them the landscape to understand the impact they can and will have at larger company and team level. In a learning culture it is our reason for being, is all about offering a well knowledge of how the company wants to work.

Objective planning is a universally recognised career development process. Objectives allow you to keep track of your progress and give you some purpose and direction within your role. An objective should embody focus on all facets of an individual, their role within a team, and the larger organization around them.

As a manager, it is absolutely essential you provide this structure for your employees and ensure they’re working towards achieving predominant business goals and aren’t feeling lost. There really is nothing worse than feeling like you have no direction and you’re waiting to be given tasks from the top down rather than able to define your own structure and way of working in order to meet your objectives and contribute to the business goals. 

As a manager you have a responsibility to maintain motivation and morale within your team. By setting a clear, measurable, achievable and relevant objective, the worker will be able to clearly outline his/her tasks. You should also set objectives that align with the ‘bigger picture’. This is all about giving your employees purpose. Everybody wants to do something they feel gives them purpose, something rewarding and worthwhile. 

When we say “MEAN MORE”, is what we are driving at finding ways to turn those passions into profits. Given the many benefits of a happy workforce—not least, the positive correlation between employee satisfaction and stock performance can get the most out of their people and retain the ones they value the most.

Turn Feedback into Feed forward. With a generation that has practically grown up addicted to constant affirmation via social media is hardly likely to stay motivated solely by annual reviews. Indeed, many big firms have realized that informal and regular feedback trumps the so common annual performance review, when it comes to getting the best out of people. 

 

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Tags: Leadership, Risk Management, Supply Chain

Value in the Metaverse
Thinkers360
August 10, 2023

How could the Metaverse drive a very different world within the next decade? 

The Metaverse potential will announce the next wave of digital disruption, with emerging benefits for users and industries, impacting all, from product innovation to employees’ commitment to Sales and Marketing Omnichannel and customer experience.

Gaming has been core in seeding the Metaverse, but the Metaverse is not exclusive to Gaming. Leaders should accelerate their examining Metaverse potential effects as part of strategy discussions that could set a singular world in motion in the next decade. 

How will virtual worlds be balanced with the physical world to ensure the Metaverse is created responsibly? Is it a safe environment for consumers? Is it just a vision and repetition of the Internet? Will technology advance quickly enough to build the Metaverse of our imaginings? Is Metaverse’s potential going to last, or is it merely a rebranded gaming platform?

How can we define the Metaverse?

Nowadays, the Metaverse is complex to describeIt is a gaming platform, an advertising channel, a virtual retail destination, a digital classroom, a training tool, and a new entrance to digital experiences. The Metaverse looks like everything people’s fantasies could imagine. 

The Metaverse will be the replacement for the mobile Internet. The Metaverse is, a fact, potentially disruptive, thus a vital opportunity tool, yet developing. Most people regard the Metaverse as the next reiteration of the Internet that perfectly combines our digital and physical lives, something we are engaged in. When using it, we could feel as if we are sharing with people no matter how far away from each other we are.

Experts consider the Metaverse to be the next reiteration of the Internet. It might easily merge our physical and digital life by introducing a sense of immersion, real-time interactivityinteroperability crosswise platforms, user agency, and devices; the capability for hundreds of people to interact at once, and use cases extending over activities further than just Gaming.

As the Metaverse becomes more complicated and interconnected, so are its connections. Individuals, organizations, and society will have to cope with the correlated issues and look for approaches that work for all participants. Consider these wide-reaching approaches:

·        Policy and regulations.

·        Privacy and ethics.

·        Accessibility and scale.

·        Antitrust.

·         Antitrust. Moderation and intellectual property (IP).

Metaverse is evolving consumer and business behavior, the latent economic impact; execution leaders should consider capturing value. But the speed of its expansion will rest on multiple technologies such as infrastructure and hardware -encompassing networks and devices, content and experiences, and user-experience element, security, not limited to one technology, platform, or even devices; platforms, such as games engines, enablers as security and payment procedures. The Metaverse’s future evolution is the magnitude to which the interoperability of these components can evolve.

Top technology organizations, established brands, start-ups, Private Equity, and Venture Capital (VC) seek to capitalize on the Metaverse opportunity, investing billions in the Metaverse during 2022, more than double in all of 2021. Much of it is driven by Microsoft’s planned acquisition of Activision for $69 billion. 

Big technology organizations are the most prominent investors, to a much more significant extent than they invested in Artificial Intelligence (AI) development at a similar period. Industries at present piloting the Metaverse implementation also intend to give over a substantial share of their digital financial plan.

Several elements compel investors’ eagerness to invest in Metaverse; for instance, escalating consumer-directed band Marketing, ever-increasing marketplace readiness, demographic growth, and rising marketplace eagerness as users go into the current early version of the Metaverse for the most part determined by Gaming, featuring millions of active players using an application which allows them to socialize, for virtual learning, fitness, trading, and much more.

The Metaverse potential is clear; almost 60% of consumers currently use the last version of the Metaverse, shifting daily activities to it and connecting people.

Surveys of thousands of executives found significant excitement about the Metaverse’s potential. Almost 60% of consumers using today’s early version of the Metaverse are enthusiastic about transitioning everyday activities to it, with connectivity among people and the capability to open up digital domains. 

Almost 95% of business leaders anticipate that the Metaverse will have a decisive influence on their businesses within five/ten years, most expecting to impact their business management somewhat. Industries such as Media and Telecommunications, consumers and Retail, and Healthcare will likely be affected by the Metaverse; such sectors are also among those already embarked on Metaverse proposals.

The Metaverse’s potential economic value estimations show a discrepancy; enterprise and consumer use cases indicate it might generate trillions by 2030. It is the broadest new evolution opening for numerous industries in the next decade, enabling innovative business patterns, goods, and services, acting as an engagement channel for both Business-to-consumer (B2C) and Business-to-Business (B2B) purposes. The potential impact of the Metaverse changes according to the industry, although it brings implications for everyone. However, these effects might display in very different ways across the value chain; for instance:

·       The Metaverse might build lasting competitive advantages in a company. To get ready to move up by detecting needed competencies and setting in the Metaverse in their operational pattern, or becoming Metaverse users themselves. Business leaders should develop a strategic standpoint by outlining Metaverse targets and the function they need to play, adapting, testing, and learning by introducing preliminary actions, supervising outcomes, and observing user behavior. 

·       The Metaverse challenges companies, their workers, independent creators and content designers, consumers, and governments. Section of the employees will require to be retrained to benefit from it rather than competing with it; countries or cities deciding about launching their businesses as hubs for their expansion will link up the worldwide competitors to catch the attention of investors and talented individuals. 

·       The Metaverse also has evident societal consequences. Investors must outline a road map toward an ethical, inclusive, and safe Metaverse experience. 

·       The guiding principle is also indispensable around issues encompassing ethics, regulatory compliance, security, physical health, safety, Equity, fairness, and sustainability.

·       Disconnecting fiction from fact. The Metaverse caught worldwide headlines for the first time after Facebook’s name changed last year, with descriptions of what is now the Metaverse and how it evolved for just about half a century.

The Metaverse is at its maturity point, just as the social networks and user-generated content transition years ago triggered by visionary concepts of consumer control and the democratization of the Internet. The course the Metaverse takes is joined to stakeholders’ cooperative deeds in the years to come. Their performance range is subject to the importance of their possible environment and societal force.

What is needed? The Metaverse represents significant challenges to overcome, given that our current devices demand more feasible, exponential, and powerful graphics hardware. Computing power is still weak, and networks must be faster; the interface hardware must take advantage of these evolving technologies.

What is needed? To put billions into the Metaverse infrastructure. The phenomenon, when introducing game players to the concept of “living in an always-on virtual world,” still exists and attracts thousands of users every day. The gaming experience fuels the existence and attraction of a “proto-metaverse. 

The popularity of Gaming outshines other subdivisions of the Entertainment industry, with more than three billion consumers worldwide and a total value of more than $200 billion; the gaming segment is superior to music and movies. However, the reality is that the Metaverse is different; and no-gaming use cases arise for both businesses and consumers.

Business executives are generally optimistic about it; they and consumers are experimenting with the basic Metaverse for everything, from commerce, virtual learning, socializing, and fitness, to other regular activities. Enhancing the Metaverse’s positive potential is crucial and expected to influence the economic and business environment. 

There will likely be predictable challenges, as the Metaverse is a promising tool with an in-progress implementation similar to where Artificial intelligence (AI) adoption was five years ago. Metaverse supporters sustain a more optimistic point of view than their colleagues, with better financial achievement and higher current and expected profit margins. However, much depends on how the Metaverse progresses and the world advances.  

Summing up: new tools are essential to take any industry to the next level and enable planners to pursue blueprints, tell stories, and look into individuals, communities, and cities with new, data-driven insight to facilitate the industry’s adaptation to the value of the Metaverse while improving lifestyle, individuals well-being and fighting for climate change by showing real-world examples.

So what does your Metaverse perspective look like?

#metaverse #data #secondlife Gartner University of Warwick - Warwick Business School University of Warwick Gartner for Supply Chain #digitaltwin Board #meta Microsoft #intelligentautomation

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Tags: Analytics, AR/VR, Digital Twins

Does your workforce own the mindset for an effective S&OP?
Thinkers360
December 21, 2019
S&OP is a standard business planning process impacted by constant internal or external pressures and challenges. For Sales & Operations Planning (S&OP) to operate successfully, you should be transparent, concentrated and engaged to what you intend to accomplish. Assess the mindset of your company to self-judge your S&OP efficiency and evaluate your weaknesses. Organisations no longer can predict how their brand-loyalty will last among consumers. Why? Nothing seems to work like before; a growing combination of products, channels and costumers’ portfolios are ampler than ever, making it complicated for companies to foresee when and how to act. Customers are shopping online, comparing goods, plus they have a more extensive selection of products to choose. Consequently, we don't expect them to be tightly bound to a particular supplier. Companies should better start making some changes to assure they also get cost-effective business in the longer run. Technological alternatives that help to create insights Nowadays, Data is becoming a more valuable-providing solution to such problems. It supports companies to get insights into customers preferences and demands, as it is the centre for Analytics, crucial to making correct evaluations by using several means to pull out the best value from data. For instance: employees don’t want to settle down in the same position forever, but aspire to keep advancing instead. Consequently, enterprises should be more sensitive to their personnel and processes. People and company stand-points are worth too. However, technology without support is not enough to make organisation projections. Technological alternatives helping to create insights To cope with these challenges, organisations should assess how and where to start an in-depth examination of their enterprise. Then, deciding on how to redesign their roles and processes. Most of all, it is crucial for enterprises to get going planning the future right away! The implementation of S&OP requires businesses to take steps towards producing more value and accomplish their long-term objective rapidly. Every small step will avoid you to come up to a full stop; if not, other competitors will leave you behind. Conclusion: the state of mind is an essential element for consistent-individual performance. The results of some survey indicate that this state is one of the most critical drivers for S&OP effectiveness.

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Tags: Business Strategy, Change Management, Supply Chain

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