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OPINION: Once the supply chain crisis subsides, we can digitally transform our way to a better future

By Quy Le, Head of Delivery, FPT UK

It was impossible to go through 2021 without hearing about the crisis afflicting global supply chains.  Back in the first quarter of 2020 the pandemic triggered a catastrophic sequence of events that would ultimately impact how efficiently the world’s distribution networks operated.

As Covid-19 ripped across the world and instigated lockdowns across nations and industries, including manufacturing, many assumed that global demand would drop.  As we know, the opposite happened, and the pandemic ended up supercharging the public’s appetite for goods as people ended up spending less on things like travel and eating out, preferring to make a beeline for shopping online.  Retail sales for items like home improvements, home office setups, exercise machines et al all went through the roof.

Even though production could be increased to meet the demand, sourcing parts or raw materials gradually became more difficult as parts of the world remained in differing states of shutdown.  Transportation delays, temporary port closures, container shortages, absent and reduced workforces all conspired to destabilise the intricate supply lines that delivered items around the world.  No industry escaped the carnage.  Food supplies, on occasion, became sporadic.  The availability of consumer goods was, for several periods, erratic.  A lack of vital semiconductors caused upheaval across several industries, notably the automotive sector, with production lines around the world having to close for weeks at a time due to a lack of components.

The pandemic created the conditions for a perfect storm – collapsing all the efficiencies built into the world’s supply chains.

When our distribution systems do return to previous, and they will, operating smoothly once again, they are the epitome of precision collaboration, coordination and communication.  These disruptions over the last two years have taught us some valuable lessons as well as bought us time to reflect on how products are produced and some of the insourcing and outsourcing requirements.  The vulnerability of our supply chains has forced some re-evaluation on how we can improve things and whether technologies such as digital transformation, artificial intelligence or 5G could play a part in alleviating problems if they occurred again.

Data Analytics is an imperative in logistics

Today, data is driving the economy and disrupting how businesses operate.  Data analytics in logistics is one of the domains that is experiencing widespread adoption and utilisation.  The intricate structure of the supply chain makes logistics a perfect use case.  Information can be extracted from numerous internal and external sources and touch-points along the chain i.e., traditional operational systems, sensors incorporated in vehicles, connected devices, suppliers, partners and customers.  Valuable insights from the data will unlock efficiencies and optimise business.

Faster delivery at lower cost

With hundreds or even thousands of vehicles to manage daily, determining the optimum travel routes to minimise fuel or energy costs while ensuring deliveries are on-time is a major headache.  Data analytics have been streamlining route optimisations – the process of determining the most cost-effective route with routing systems.  Vast amounts of data are garnered from shipment information, vehicle capacity, holidays, road quality, traffic densities, crime hotspots and weather conditions which can be leveraged to calculate the most efficient route and stop sequences for fleets or to determine the most suitable modes of transportation (airplane, truck, train or ship) for long-distance routes, as well as the junction points to optimise the flow through the supply chain.

With real-time-routing solutions, on-the-fly data is collected and analysed to control delivery routes.  Shippers, drivers and recipients can respond to real-time events and plan remediation alternatives.  Routing intelligence balances changes in weather, traffic congestion and access to each destination with information about the availability and location of the receiver guiding drivers to the next best point of delivery to avoid an unsuccessful delivery attempt.

Not only do route optimisations systems help to reduce fuel and energy costs, overtime expenses, windshield and planning times they also improve the on-time arrival rates and fleet utilisations; the product being improved customer satisfaction.

Elements of AI are also finding their way into predictive analytics systems for intelligent transportation, route and demand planning.  Big Data from the supply chain is analysed to identify patterns that help provide insights into every link of the supply chain.

Smarter warehouses

Warehouses go beyond the role of just storing and handling goods.  Smart warehouse systems utilise various interconnected technologies to form an ecosystem to automatically track where goods are received, identified, sorted, organised and prepared for shipment.  Smarter warehouses automate the entire operation from supplier to customer.  Data analytics, combined with automation, Internet of Things and artificial intelligence, provide enterprises with a bird’s eye view of the entire warehouse operation and relay back performance information related to the organisation and the delivery of goods.  A smart warehouse improves productivity, efficiency, and accuracy while providing more flexibility and capability.

Lots of information can be collected from sensors to help keep track of parcel movements and detect abnormalities in the routes of forklifts.  The monitoring of temperature and moisture levels will help companies plan the most efficient routes for picking perishable products and reduce wastage.  While insights into inventory management reveal which parts of the warehouse are the busiest i.e., what products are in high demand and where should seasonal products should be stored to maximise full use of the floor space.

Furthermore, logistics operators have control over stock inventory at each warehouse based on historical and real-time data on customer demand and buying behaviours.  An example where this may be useful is when popular products are ordered within a certain area.  The closest warehouse to that region carries a higher inventory of that specific product to meet demand.  Data-related technologies also enable companies to optimise the number, location and capacity of warehouses to minimise capital investment and ensure more efficient warehouse management.

More accurate planning

Over the past few years, the logistics industry has benefitted from predictive analytics advances.  Algorithms anticipate future behaviours based on historical data for predictive analytics to forecast supply and demand.  Businesses can make more intelligent decisions about inventory planning, shipments, labour and capacity requirements.  Logistics operators can generate reports on customer preferences, forecast demand and allocate workforce and resources accordingly.  Predicting machine failures more accurately would make maintaining a site easier.  Repairs or servicing can be factored in before they need to occur.  Catching these issues ahead of time, maximises equipment uptime, reduces delays and rationalises operational costs.

Digitally transforming logistics for a better future

Global supply chains are lean and mean – and operate smoothly.  While the pandemic exposed some of its fragilities embracing digital transformation has the potential to help logistics companies to take operations to another level – improving efficiencies, enhancing customer experiences as well better preparing us for unexpected events.  Exploiting the data available is central to success as we digitally transform our way to a better future.

INDUSTRY SPOTLIGHT: T S Europe helps you manage logistics uncertainty

The lorry driver shortage is making headlines again. Grocery store shelves are empty, the prices of goods are increasing, and businesses are beginning to worry. The logistics world is volatile as industries are faced with the challenge of acclimating to the new, demanding changes.

Amid the chaos, Transport Services Europe has embraced the storm and is actively adapting to the new changes. By continuously analysing the market, keeping up with freight affairs, and speaking to different suppliers, we have formulated a comprehensive approach to tackle the driver shortage.

The business model of T S Europe is structured around providing a service that ensures fluid and transparent communication with an emphasis on reliability, – all while remaining competitive.  As a result, we have established, maintained and developed positive relationships with clients, such as Aldi, and McDonald’s.

The impact of Brexit and Covid has led to companies being faced with late deliveries, customs problems, and a competitive market. When transportation issues arise in the supply chain, businesses and consumers alike face the consequences. As such, T S Europe highlights the importance of establishing mutual trust with your transport partners. The added security of having a transport partner by your side every step of the way is crucial for a business to run smoothly.

In times of need, a helping hand makes all the difference.

tseurope.co.uk

Half of UK firms decrease R&D as a result of Covid-19

45% of UK firms have decreased their research and development initiatives during the covid-19 pandemic, with even 18% of firms halting theirs altogether, according to new research from Durham University Business School.

However, 40% of firms have invested in their ICT, likely to be the result of firms having to facilitate working from home and remote engagement with customers, say the researchers.

Conducted by Richard Harris and John Moffat, Professors of Economics at Durham University Business School, the study seeks to understand the impact of the pandemic on UK firms’ research and development plans and whether or not companies had refocused their efforts in terms of investments.

The researchers interviewed over 4500 UK companies during the period between October and November 2020. Questions were centred around the firm size, industry, history of operations, before taking a more specific look at the companies’ previous research and development investment initiatives.

The results of the study suggest that the COVID-19 pandemic will have long-lasting negative effects on productivity and growth for firms, whilst increased ICT investment reflects the necessity for firms to become more digital.

Professor Richard Harris said: “The COVID-19 pandemic has had profound effects on the world economy, and in the UK specifically Bank of England figures suggest that it has led to the largest fall in GDP since 1709. While the short-run effects of the early stages of the pandemic are now well understood, less is known about its implications for growth in the medium to long-term.

“Our research findings clearly show that research and development spending dropped drastically during the covid-19 pandemic, which likely will have a negative impact on productivity and growth in the medium to longer term.”

The research reveals that the fall in intangibles investment is distributed unevenly across firms, with industry playing a major role in predicting the change in investment and internationally-oriented firms experiencing smaller declines in the early stages of the pandemic.

These research findings showcase the huge impact that covid-19 pandemic has had not only in the short-term, but in the long-term too for UK firms, with it likely that firms will have challenges related to productivity and growth in years to come due to the lack of R&D over the last year and a half.

Top supply chain priorities in light of climate crisis and COVID

Research from Reuters Events Supply Chain in partnership with Blue Yonder has revealed the priority strategies and investments for supply chain execution and risk management within transportation and warehousing.

Following a year of intense changes in the logistics industry, The State of Supply Chain Execution Report 2021 analysed the anonymous responses of supply chain professionals and found that the COVID-19 pandemic, customer centricity, rising e-commerce complexity and costs, need for Direct-to-Consumer (D2C), and the risk of financial peril are propelling retailers, manufacturers and logistics service providers (LSPs) to digitally transform.  

E-commerce and D2C Volumes Skyrocket  

E-commerce shows no signs of slowing down. Companies looking to capitalize on the omni-channel opportunities created by increased online-order volume over the last 18 months are prioritizing more agile delivery and fulfillment models, like D2C: 

·         Retailers’/manufacturers’ online sales increased more than 120% over the past year. LSPs have seen e-commerce volumes explode, reporting a 200% increase compared to 2019-2020.   

“As the economy transitions to a post-pandemic environment, retailers, manufacturers and LSPs are transforming their transportation and broader supply chain operations to address their most pressing supply chain challenges,” said Raj Patel, senior director, 3PL Industry Strategy, Blue Yonder. “In the long term, investment in execution systems like Transportation Management Systems (TMS) and Warehouse Management Systems (WMS), as well as end-to-end visibility, automation, and cloud strategies will help them – and their customers – build more sustainable, resilient and agile organizations for the future.” 

Pandemic Prompts Re-evaluation of Supply Chain Risk Management 

From constraints on raw materials, to labor shortages, to growing cybersecurity threats on distributed networks, pandemic-related challenges have shifted supply chain risk management priorities: 

·         Respondents are hesitant to pursue near/onshoring plans, with only 29% of retailers/manufacturers making an investment. 

·         63% of retailers/manufacturers stated that dual-sourcing was a favored strategy for risk management moving forward. Constraints on the availability of raw materials caused supply side disruptions, even for those with distributed manufacturing facilities. 

·         Environmental concerns are also being considered when planning for supply chain risks. Over half (53%) of retailers/manufacturers and half (50%) of LSPs plan to invest in sustainability as a strategy for risk management. 

Companies Prioritise Digital-First Practices and Technology Investments  

With the growth of e-commerce, investment in modern supply chain technologies and new approaches have become essential for businesses to keep pace with shifting trends and customer expectations. The report found that there are various factors driving investment in supply chain technologies and digital-first practices: 

·         LSPs cited the pressure to reduce supply chain costs (58%) while also improving service levels for their retailer customers (48%) and dealing with labor shortages (30%). 

In the current supply chain environment, companies are moving away from legacy systems and prioritizing technologies that enable visibility for customers and their operations, automate processes and support enterprise agility.   

·         63% of retailers/manufacturers and 60% of LSPs agreed that end-to-end visibility is currently yielding the highest ROI in their supply chain execution process. 

·         Roughly half (48%) of retailers/manufacturers and more than half (57%) of LSPs have a robust cloud strategy in place, helping to create high levels of infrastructure agility that on-premise, legacy technology systems can’t achieve. 

Richard Ebach, CIO Americas, DB Schenker, said: “In the current supply chain environment, companies need good visibility into their transportation/ freight and partners that help them operate in a very agile, resilient manner. Knowing this, we’ve been investing in technology that provides good visibility for customers and their operations; tools that support enterprise agility; supply chain automation solutions; and zero-trust IT security tools. Combined, these technology solutions help our customers address their most pressing supply chain challenges while also helping them build stronger, more resilient organisations for the future.”

Easing of lockdown and effect on the supply chain

With Step 4 of the Government’s ‘Roadmap out of Lockdown’ delayed beyond June 21st, Oliver Hall, Managing Director at allmanhall, the independently owned food procurement experts, comments on its effect on the supply chain and the foodservice sector…

After a challenging fifteen months, the food service sector is trying to remobilise and welcome back customers but is facing added complications from a supply chain under extreme pressure from multiple lockdowns. The challenges faced by suppliers are nationwide, and are a culmination of factors including the re-opening of hospitality creating an unprecedented surge in demand, recent good weather resulting in further heightened demand, and an extreme shortage of drivers UK-wide.

With these unexpected pressures on the supply chain, one unavoidable outcome is changes to delivery days and delivery frequency being enacted by suppliers. The national shortage of HGV drivers has had a huge impact on the whole supply chain with foodservice suppliers experiencing a knock-on effect on both in-bound and out-bound deliveries. Suggestions and proposals are being made to the Government, in an attempt to alleviate the driver shortages, even including military intervention.

One way for foodservice providers to reduce the risk of inconvenience, is to place orders with suppliers  with as much advanced notice as possible,  a minimum of day 1 for day 3 ordering wherever feasible. These longer lead times will reduce disappointment and help ensure orders are booked before any temporary cut offs are imposed by suppliers. Some suppliers are also making other adjustments, such as restricting the availability of a significant number of ambient and non-food split product lines. This will help to speed up picking times and help vehicle dispatch times, thus helping to meet delivery expectations.

Forward planning and communication are crucial when it comes to placing orders or liaising with suppliers over stock shortages and alternatives. However, all sectors of the hospitality industry have had to adapt “on the job” to deal with major changes in the way they operate. Staff shortages and training deficits is a worrying outcome of the lockdown, and together with depleted financial reserves, and the intensity of new operational requirements (increased cleaning, sanitisation, supervision of customers to ensure they are leaving their contact details, logging in using track and trace), may impact back-office tasks. 

By allocating these tasks to team members and ensuring they have the capacity to do the work along with other operational requirements, pressures can be eased.  It’s important to remember that all suppliers are struggling and many are working together to address shortages and meet customer’s demands. Another alternative is to outsource to a procurement provider, who will have a case and resolution handling service, and a helpdesk who can contact suppliers on your behalf.

Another result of the pandemic has been a rise in prices of foodstuffs. allmanhall operates analysis and insight updates throughout the year on food pricing, and 2021 is likely to be a volatile year which  is now being experienced through the supply chain. Many input prices and raw material costs are at the highest that they have been during the last 4 years, with a resulting rise in food prices.

A procurement expert will monitor these price fluctuations, negotiating and mitigating price increases as much as possible.

Digitalisation in the supply chain – Better solutions made easier

By Kevin Rogers, Managing Director, Elanders UK

The COVID pandemic has resulted in much being written about the importance of a robust supply chain and how it is managed and controlled. In that context, what has the past 18 months taught us as consumers and as managers in the supply chain? Amongst many:

  • The need for greater supply chain resilience and the better use of data / technology.
  • The need for agility in both the design and execution of a supply chain solution.
  • Cost is important – but – is it all that is important?
  • Greater clarity on product segregation that we now buy – critical to have vs like to have. 

Progress and evolution of supply chain solutions will always keep happening – what worked yesterday will probably have to change and adapt to meet tomorrow’s needs. Keeping businesses fresh and on point, utilising the latest technology and data to support this constant evolution is now the norm. For businesses – this constant progression and development of solutions is a fundamental strategic requirement to be successful in the future.

As consumers, we have seen a rapid change in both what we buy, but more importantly how we buy the products and items we need. The prolific rise in the e-commerce and omni-channel retail use is also changing the business landscape. For retailers, who historically managed the direct customer interface and engagement in a physical shop, they now must pivot their customer experience to more of the on-line solution – where the actual physical interface and engagement is now via the supply chain solution and delivery.

E-commerce solutions though have their problems. As consumers, we become increasingly more defined on what items we now want and buy on-line, and it is easy to get frustrated and “dissatisfied” with the buying experience because of the lack of personalisation, engagement and communication that may happen during a sale. Where this is really visible though is in how returns are managed and processed from consumer back to the retailer. 

This is where the Elanders Supply Chain return product integrated platform can support. Using technology and data to make better informed decisions that benefit both the consumer and the retailer. 

  • For the consumer – how they feel the returns process is conducted and how they feel the interaction back with the retailer values them.
  • For the retailer – how it allows both a bespoke classification of the individual consumer and what return rules apply per individual and how each specific SKU is assessed for its e-commerce profitability and contribution.

Historically – many organisations had one business solution for all return’s management and interaction with the consumer. Today, there is now a single returns management platform and operational solution that is agile in its structure, adaptable in its scale and customisable in its interaction with individual consumer. The Elanders platform integrates the customer returns experience with the retailing profitability needs – data driven technology that makes a better solution for all and helps make life that little bit easier.

Elanders Supply Chain: Customer returns solutions – Reimagined. 

For further info please visit www.elanders.co.uk or contact addingvalue@elanders.com.

Supply Chains 2023 – A dramatic focus shift in business requirement

By Elanders

As global economies start to extract themselves out from the grip of COVID restrictions, with the need for businesses to continuously pivot and adapt to short term blockages and lockdowns, the role of the supply chain has rapidly moved up the Board level agendas.

The short-term impacts like rising container shipping costs on core routes; the Suez Canal blockage; compounded by more longer-term impacts like the rise in e-commerce and Trade relationship changes (like Brexit) – it looks like the future will be based on a platform of continuous change and challenge for many organisations.

Supply chains must adapt and adapt quickly. The relationship between customers, their supply chain and any partners used in that supply chain will no doubt change as the post COVID transition period continues.

So, what can all this mean for a supply chain solution? One word and solution covers the many possible outcomes, and that word is “agility”. Where in the past, a customer may have tried to functionally optimise specific individual supply chain elements in isolation, going forwards he will no doubt need to synchronise the complete supply chain process and solution.

Organisations that provide just a single service or capability may well struggle – ones that can offer customers multiple solution capabilities will be the ones that drive the agendas and growth. The rise in environmental and sustainability of a supply chain has also started to impact corporate decision making – where in the past supply chain solutions were maybe chosen on cost and capability, going forwards it could be about sustainability / environment and customer service solutions that drive the agendas.

Agility in design and agility in supply chain execution will require new relationships between supply chain parties – one based on true integration capability, flexibility in business relationship and a wide geographical coverage. Welcome to the Integrated agile supply chain partner.

The Elanders Group is already well on the way to supporting its customers with the integrated offer.  Today, we are already offering the integrated solution capability:

  • Designing environmentally friendly e-commerce packaging for products that are then managed through agile e-commerce solution hubs, using the latest technology. 
  • When the product has reached its end-of-life stage, Elanders offers a value recovery solution that feeds into the circular economy strategic objective.
  • Sustainable solutions; customer service raised via integrated supply chain visibility; depth in solution execution with breadth in solution capability; responsive without a large corporate noose; business focused with the agile financial backing.

An agile complete supply chain provider that has an integrated customer focused offer today. Elanders Group – meeting the supply chain business needs of 2023 – today.

For further info please visit Elanders website www.elanders.co.uk or contact us on addingvalue@elanders.com

Post Brexit Supply Chain execution – managing disruption, testing resilience

By Elanders

The supply chain operational challenges caused by Brexit, compounded with the COVID-19 pandemic, have really tested the effectiveness and resilience of some current supply chain solutions. Managing the extra customs documentation; working out now what UK operational supply chain solutions are best for an organisation, the cost of getting things wrong – these and more challenges are raising the importance today of effective and agile supply chain operations.

Many market surveys in recent weeks constantly seem to report back that supply chain solutions and effectiveness post Brexit have the strong possibility of impacting overall business performance. For some organisations post Brexit, maintaining the customer market promise and service support when things go wrong for some has been a massive challenge. What was thought to be an effective supply chain solution pre-Brexit (and COVID-19) – for some, has rapidly been exposed. Global economies and extended supply chains are now seriously being challenged and recreated:

  • Brexit itself has been a one-off challenge for organisations to understand, navigate and maintain business continuity in the short term. 
  • Brexit for many has now identified that today’s supply chain solution needs a complete rethink, with a revised strategy now required that has an agile operational solution behind it. 
  • Brexit may be a unique challenge to manage today – but supply chain change and disruption will be a constant part of every business’s focus from now on. 

Elanders UK Supply Chain solutions provide businesses with an alternative. Global coverage but delivered locally to the specific customer needs. Managing the post Brexit challenges on documentation, visibility and movements; working out for your business what the new storage strategy and the associated operational solution should now be all requires a combination of executional capability, practical experience and business partnership. 

Our bonded warehouse solutions in mainland Europe and in the UK with dedicated customs experts; our end-to-end global supply chain execution solutions – these all combine to support many leading global organisations create and maintain their post-Brexit supply chain operational solution for today’s needs – but we are also agile and innovative to meet tomorrow’s challenges. 

To find out more please visit www.elanders.co.uk/brexit-services/ or contact us at addingvalue@elanders.com.

Early preparation ‘remains key’ to avoid Brexit & COVID supply chain disruption

43% of businesses have been impacted negatively by Brexit in 2021 – but 19% of businesses are thriving in a post-Brexit world.

That’s one of the conclusions of Descartes Systems Group’s latest Brexit research report: Beyond Brexit: The Realities of Brexit for UK-EU Cross Border Trade.

Following its 2020 research on Brexit preparedness of UK companies, this latest report analyses how business has been affected by both Brexit and the COVID-19 pandemic and the level of uncertainty around the future.

Undertaken by SAPIO Research during March 2021, the interviews with supply chain managers assessed the specific elements of EU trade that have been affected, the resulting disruption and the expected performance of supply chains in 2021.

Key findings include:

  • Mixed performance: 43% of businesses have been impacted negatively by Brexit in 2021 – but 19% of businesses are thriving in a post-Brexit world.
  • Disruption reality: 90% of businesses have faced disruption since the end of the Brexit transition period.
  • Economic impact of Brexit: 53% expect their 2021 turnover to be lower than if the UK had remained in the EU – and the average reduction is 29%.
  • Pandemic impact: 76% had their Brexit response disrupted by COVID-19.
  • Early preparation has proven key to success, with those businesses that started their customs filing preparations in 2019 (24%) and early 2020 (33%) thriving most.

As predicted in Descartes’ 2020 research, Brexit has had a negative impact on both business and the economy. Of the companies surveyed, 90% have experienced disruption in their ability to trade in and out of the EU in 2021 – with 20% experiencing significant disruption since the transition period ended. Despite the high level of concern revealed in the 2020 survey, 40% of companies have actually experienced worse-than-expected EU supply chain performance, according to Descartes’ latest report. Additional key findings include:  

  • 80% of businesses reported disruption to their cross-border trade with the EU or Northern Ireland (NI), rising to 93% for medium and large enterprises 
  • 40% have experienced delays in their supply chains 
  • 37% have experienced increased cost of imports
  • 36% have had to manage customs declarations 

The combination of COVID-19 on top of Brexit created unprecedented challenges for businesses of every size, in every market. Confidence has been affected. Three quarters (76%) of companies confirm that COVID-19 disrupted their Brexit response. 

However, a significant finding is that almost one fifth (19%) are actually thriving in a post-Brexit economy, with 35% of electronics, computer and telecommunications companies enjoying a positive outcome. Preparing early proved essential, allowing these companies to take a holistic approach by working closely with experts who understand the complexities of global trade and by putting solutions in place for customs declarations.

The research findings underline that with the next phase of Brexit changes – an end to deferred import declarations from July 2021, and safety and security filings required from 1st January 2022 — there are lessons to learn about the value of preparation and acting ahead of deadlines. When it comes to successful global trade, planning is not just essential for compliance – it makes a tangible difference to successful business operations. 

“Brexit has thrown many businesses into a spin, but the companies that prioritised Brexit preparation are thriving and provide a best practice blueprint that the rest of the market can now follow,” said Pol Sweeney, VP Sales and Business Manager UK, Descartes. “Our research highlights that with the changes due from July through to January 2022, early preparation is, once again, crucial to avoiding expensive disruption.”

For the full research findings, see Descartes’ Brexit Realities Report and for additional Brexit resources visit Descartes’ Brexit Resource Centre.

WEBINAR REWIND: How Haribo is ensuring high performance in a world disrupted by Covid-19

Don’t worry if you missed last week’s excellent webinar from FuturMaster and Haribo – You can now watch the entire session again online!

In order to meet ambitious growth challenges, Haribo France is leading a major supply chain transformation which focuses on forecasting and planning management processes, using FuturMaster’s solutions.

In the context of the global pandemic, Elsa CROS, S&OP Manager at Haribo France, and Baptiste Saissac, Demand Manager at Haribo France, detail how the company has navigated extreme volatility without compromising on their forecast reliability, service rate, or obsolescence.

You can click here or simply scroll down to watch the full session: