Artificial intelligence, machine learning and other advanced technologies are making it possible for the supply chain to become truly autonomous — the ability to do dynamic segmentation of the portfolio, sense and predict disruptions, and self-correct in real time in order to make supply chains more resilient, agile and cost efficient. But how can the typical company achieve this ambitious vision?
Key topics include:
• The Autonomous Supply Chain Journey
• Mahindra & Mahindra Digital Transformation Journey – Mahindra and Mahindra needed to enhance its traditional segmentation processes and tools based on subjective classification criteria and rules of thumb cut-off boundaries – leading to inefficient allocation of inventory and less than optimal service levels for the customer. In addition, the company relied on manual Excel spreadsheets to create demand and supply plans that were inadequate due to the complexity and scale of business. Mahindra and Mahindra partnered with Blue Yonder to gain greater agility and responsiveness, improve customer service, and reduce inventory costs at the same time.
• Strategies being leveraged by customers to make the supply chain lean, resilient, agile and responsive by shifting the Lean vs. Resilience curve
o End-to-end supply chain visibility
o Scenario planning
o Dynamic Segmentation
o Supply Chain Risk Mitigation
With his main base in Germany and his second base in Spain, Uwe Weiss is an entrepreneurial optimist who is fascinated by disruptive technologies and technological macro trends. As EVP of Machine Learning (ML), Uwe is responsible for evangelizing ML in Blue Yonder’s global markets while ensuring that the customer’s experience is as promised.
Uwe “thinks ML” in everything he does, engaging with customers around the world, evangelizing ML at roadshows globally, and ensuring that Blue Yonder has an end-to-end synchronized cross-functional ML value delivery proposition.
Aniruddh Srivastava is currently employed with Mahindra & Mahindra Ltd. (M&M) as Head of Supply Chain Management for Spares Business Unit (SBU). The M&M SBU supports the entire M&M product portfolio for its after-market spares business to include automotive, tractors, trucks, buses, two wheelers, construction equipment, and generators. His team is responsible for demand forecasting, inventory management, and replenishment planning activities for over 1,00,000 spare parts strategically positioned across a national network of central and regional distribution centres.
Aniruddh’s past work experience has been with Gulfstream Aerospace Corporation (GAC), a market leader in business aviation manufacturing, based out of Savannah, Georgia, USA. His 10 years of work experience at GAC spans a range functions and businesses to include manufacturing engineering, new product development, lean six sigma, and supply chain management for after-market spare parts.
Salim Shaikh (CPIM, CSCP) is a Digital Transformation Executive at Blue Yonder and leads the Global Industry Strategy for Industrial / Automotive. He has 23+ years of experience in supply chain transformation consulting in the industrial, automotive, hi-tech. He is a thought leader, speaker and author of twenty + publications, including three books on the subject of supply chain digital transformations and was honored with “2016 Supply Chain Pros To Know”. Salim holds a Master’s degree in Industrial Engineering from Purdue University and Master of Business Administration degree from University of Texas at Dallas.
Max Smolaks is global editor at AI Business, the website chronicling the AI-powered revolution in enterprise computing. An experienced journalist and a professional computer nerd, he is excited about the way emerging technologies are reshaping our life and believes he has got the best job in the world.
Max has written for TechWeekEurope, DatacenterDynamics, The Register, and even got a byline in Vice once. Of course, the latter involved drugs and Russian hackers.