In January, I kicked off a cross-industry collaborative effort with seven business leaders, four academics, a SCOR master from APICS, and o9. The project is named Project Zebra. The concept for the naming is the goal of helping Supply Chain Leaders change their stripes by rethinking planning concepts. My goal? The focus is the design and test of outside-in processes. The group reached the milestone of documenting the "as is" and "to be" documentation at the end of June. The focus is now on testing. The next step is to test the market-driven demand management concept with BSH Home Appliances and the Market-driven Knowledge Graph with Western Digital. These results to publish in September 2021. With the pandemic, companies want to sense and respond using market data, but there is no clear roadmap outlining value to drive enablement. The hope is for this project to fill this gap.

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Summary of As Is and To Be
Work

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The Goal of
Project Zebra
is to define
outside-in
processes that
can help the
enterprise
better sense
and respond.

3. Open source content under the curation of Project Zebra charter
The work is:
-open source.
-collaborative.
-cross-
industry.

4. Open source content under the curation of Project Zebra charter
Backgroun
d

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Only 1/3 of Companies Believe the Supply Chain is Working Well
5
Supply Chain Insights LLC. Copyright ©
2020
59%
35%
29%
26%
26%
21%
24%
24%
18%
29%
18%
32%
32%
35%
24%
38%
41%
47%
50%
56%
Controlled
Pull
Aligned
Fast
Agile
Outside-in
Proactive
Modern
Risk-taking
Working well
Source: Supply Chain Insights LLC, Supply Chain Risk Mgmt. (Mar-May 2018)
Uncontrollable
Push
Functional silos
Slow
Fixed
Inside-out
Reactive
Traditional
Cautious
Room for
Improvement
Better Worse
Top Challenges

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Industries
Struggle with
Inventory
6
Industries Years Difference Periods
2004–2006 2007–2008 2009–2013 2014–2019 2014—2019 vs 2004—
2006
Beverage 108 115 133 184 76
Pharma 151 164 173 202 51
Medical Device 107 123 142 152 45
Semiconductor
s
60 69 79 92 32
Beauty 117 127 132 141 24
Automotive
Parts
47 52 61 67 20
Chemical 63 62 67 81 18
Household
Products
56 53 57 74 18
Aerospace and
Defense
94 89 99 107 13
Automotive 45 51 53 55 10
Food 50 51 59 60 10
Broadline
Retail
71 76 74 79 8
Apparel Retail 74 77 77 81 7

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Why Outside In?

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Processes in
Transition
8
Traditional supply chain thinking is
1. Functional
2. Linear
3. Transactional
4. Inside-out
Moving forward, the thinking becomes
1. Cross-functional
2. Non-linear
3. Focus on sense, learn and act
4. Outside-in

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We Must Learn
to Unlearn and
Build Better

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What Is An
Outside-in
Process?
Varies by
Value Chain
10
Market Sensing
o Sensors
o Weather
o Consumption Data
o Reviews/Ratings
Outcome-focused
o Improves outcomes
for the moments of
truth
o Cross-functional
o Market-to-market

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1. No company was ready for
the pandemic. The changing
market is an opportunity for
growth.
2. Great opportunity to kick-
off a new initiative to build
outside-in processes. Need
to build industry-based
models using supply chain
leadership.
3. An opportunity to imagine
the supply chain of the
future from the customer
back.

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Virtual Facilitation to Understand Gaps

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Demand “as is” pain points
13
Change
Management
Time Modeling Process
Accountabilities misaligned
(Who is responsible for
inventory-generic policies)
Low degree of process
adherence
Lack of participation from
of functions in consensus
process; What is FVA?
Silo thinking and missing
trust in complex models
Forecasting Baseline is the
Financial/Budget. Voice
from SC faint
Models never tested.
Focus on precise numbers
versus patterns.
Enablement of Scenario
modeling and Gap Closure
Analysis
Forecast usually plant
focused and not related to
Commercial performance
Seamless flow between
time horizons.
Organizational politics
Horizon focus on short
term only. Everything
explained as a supply
issues (effect vs root
cause)
Org Design. Planners have
an average tenure in the
job of two years
Process Latency. Data is
not available at the speed
of business.
Every SKU is the same
(No life cycle mgt, no
segmentation
Frequency of mention
Some
Med
High

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Supply “as is” pain points
14
Change
Management
Time Modeling Process
Lack of alignment
Mixed bag of planning
systems
Lack of network
perspective - local focus
Lack of focus on source,
make and deliver together
Focus on cost and asset
utilization
ATP logic not connected to
planning logic
Deep Demand-driven
supply response logic
(cycles, sequencing,
MOQs)
Inventory is not
proactively managed
Synchronization and
Alignment Metrics
Financial impact not
transparent
Frequency of mention
Some
Med
High
Focus on short term
financial metrics, lack of
alignment with strategy
Linkage and alignment of
inventory policy to
planning rules
Unclear which decisions to
take at different time
horizons
Planning horizon linkage
from MSP to Detailed
Scheduling

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Project Zebra
Participants

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Planning Horizons
⬤ Week 2 ⬤ Month 3 ⬤ Month 18 ⬤ Year 5
Executional
Operational
Tactical
Strategic
Granularity: Daily or Hourly
Forecast Horizon: With the order duration
Process Cadence: Daily or hourly
Granularity: Weekly or Daily
Forecast Horizon: Within the Freeze Duration
Process Cadence: Weekly or Daily
Granularity: Quarterly, Monthly or Weekly
Depending on the business
Forecast Horizon: End of the Freeze Duration
through the Period Required for Asset
Planning
Focus: Planning for Constraints and Aggregate
Buying
Process Frequency: Monthly
Granularity: Yearly, Quarterly, or
Monthly
Forecast Horizon: Depends on the
Goal
Review Frequency: Depends on the
Process Goals
Transactional
Granularity: Daily or Hourly
Forecast Horizon: Within a transaction
Process Cadence: Daily or hourly
Our focus

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Project Zebra timeline
March
Mon Tue Wed Thur Fri Sat Sun
1 2 3 Supply
L2
5 6 7
8 9 10 Deman
d L3
12
13 14
15 16 17 Supply
L3
19
20 21
22 23 24 Joint
Session
26
27 28
29 30 Readout
April
Mon Tue Wed Thur Fri Sat Sun
Demand
L4
2 3 4
5 6 Network Supply
L4
9 10 11
12 13 14 Demand
L5
16 17 18
19 20 21 Supply
L5
23 24 25
26 27 28 Demand
L6
Readou
t
May
Mon Tue Wed Thur Fri Sat Sun
1 2
3 4 5 Supply L6
7 8 9
10 11 12 CANCEL
14 15 16
17 18 19 Demand
L7
21 22 23
24 25 Network Supply L7
28 29 30
June
Mon Tue Wed Thur Fri Sat Sun
1 2 Demand
L8
4 5 6
7 8 9 Supply
L8
11 12 13
14 15 16 Joint
Session
18 19 20
21 22 23 Joint
Session
25 26 27
28 29 30
Demand Sub Team Supply Sub Team Networking Opportunities Key Dates
Kickoff
July
Mon Tue Wed Thur Fri Sat Sun
Demand
L9
2 3 4
5 6 7 Supply
L9
9 10 11
12 13 14 Joint
Session
16 17 18
19 20 21 Testin
g
start
23 24 25
27 28 29 30 31
storyboards
August
Mon Tue Wed Thur Fri Sat Sun
2 3 4 5 6 7 8
9 10 11 12 13 14 15
16 17 18 19 20 21 22
23 24 25 26 27 28 29
30 31
Persona view
storyboards for new
capabilities
Basis for L4 blueprint
“AS IS” state of
planning processes
and pain points
“TO BE” high level
capabilities for
planning proceses
and pain points
Solution mockups
reviews and signup for
testing
Internal review of L4
L4 process blueprints
reviewed within the
Supply/Demand groups
Supply chain excellence
with ASCM
AOTP reviews
Test cases alignment with
the companies
Business testing
Preparation for launch of
educational materials
Prep for Sept-Oct outreach

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Methodology

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AS IS

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The Project Start

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Dealing with the Pandemic
02.14

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River of Demand Activity

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River of Demand Activity

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River of Demand

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River of Demand

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Demand As Is

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Supply As Is

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As Is Summary

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TO BE

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Mapping Personas

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Refining Through
Storyboards

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Demand To Be

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To Be Joint Meeting

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Future
State

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Summary

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Market-to-Market
Orchestration

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Capabilities
Descriptor Definition of Capabilities
Market-Knowledge Graph A continual governor across sell, deliver, make and source to gauge the success of the plan against actuals and align functions
to a balanced scorecard
Market-Driven Demand
Management
Use of market signals to assess baseline or market potential and evaluate the “forecastability” of the signal (COV). Ties to
sensing and listening capabilities. Baseline runs through demand shaping, price and supply chain planning applications.
Demand Visibility Translation of baseline demand by role with configurability to understand the impact of mix, price, volume and margin.
Digital Twin A parallel model to enable what-if scenarios by planners/role in a sandbox environment.
Bullwhip Eliminator Translation of baseline market requirements by role with minimal latency
Rules Automation The tie of segmentation logic to ATP and allocation through a rules-based ontology to automate fulfillment
Listening Post Translation of unstructured text into a demand or supply signal
Sensing Translation of streaming data into operational and executional planning
Collaboration Sharing of customer or supplier data in a meaningful way by role.
Synchronization and Time Horizon
Consumption
Bottoms up and tops down planning across applications with market-driven consumption logic
Planning Effectiveness Dashboard Monitoring of planning effectiveness by role
Autonomous Planning Continual learning based on planning effectiveness and market shifts.

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Testing

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Testing
During the next six weeks, concepts to be
tested with BSH Home Appliances Group
and Western Digital.
Results to be shared publicly in August
and at the Supply Chain Insights Global
Summit.

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# MACTIONS/WEEKS 1 2 3 4 5 6 7 8 9 1
0
1
1
1
2
1
3
1
• Introduction to Zebra
• Mapping the river of demand
• Market Knowledge Demand management
• Storyboard / Mockups
2
• Existing process
• Analysis done to date
• Available data( Drivers, Levers)
• Understand current results and pain points
3
• Discuss possible drivers (50+ as hypothesis)
• Brainstorm new BSH process (L1,2) in line with
storyboard
4
• Data preparation and cleansing, feature engineering
• Validate quality of required data
• Create and select best models
• Analyze FVA for levers, drivers
• Select best models
5
• Create L2,3 process flows by personas based on BSH
• Prepare a “day in a life” scripts
• Analyze issues and challenges
• Identify value drivers
6
• Summarize quantitative and qualitative business case
• Reflect on approach and what worked / no worked
• Write up case study and submit to ER of BSH group
41
Education
Understand
current state
TO BE design
Testing - data
Summary
Testing - process
Testing plan high-
level

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MACTIONS / MONTHS Jan Feb Mar Apr May Jun Jul Au
g
Se
p
Oct
Team and purpose definition
Root causing of the AS IS processes
Basic definitions of the outside-in framework
TO BE processes definition
Reference model changes defined
Enabling capabilities selected
Market Driven Demand Management (BSH US)
Market Knowledge Driven Graph (Western Digital)
Case study documentation
Educational materials build up
L4 Blueprint SCOR definition
Kick off SCOR technical committee
AIM 10x
Linked-In
SCM influencers
ASCM community
Technologists and System Integrators
Zebra conference on October 14, 2021
42
Project Zebra I – High-level Timeline
AS IS
TO BE
TEST
FORMAL MATERIALS
2021
BUILDING GUIDING
COALITION

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Getting
Involved

44. Open source content under the curation of Project Zebra charter
Keeping the conversation
going…
44
• Linked In
• Outreach
• www.zebra-project.org
• Newsletter
• Speaking engagements calendar

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www.zebra-project.org
contact@zebra-project.org
Getting involved