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Model the cause, not the effect

October 5

A joker on the internet recently came up with a creative solution to that old which-one-came-first riddle. “I ordered a chicken and an egg from Amazon,” he said. “I’ll let you know which came first.” Do I wish my life were as simple as that? No, I actually enjoy identifying... Read blog

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The rules of the planning game are changing – and that’s good news

September 25

Vlerick Business School recently issued a research paper – which you can download here – describing the future of planning and planners. The interviews conducted for the research took place before COVID-19, though it’s... Read blog rules of planning game are changing the – and that’s good news vlerick business school recently issued a research paper &ndash which you can download here describing future planners interviews conducted for took place before covid-19 though it&rsquo s striking that many themes conclusions sync up very well with today&rsquo primary challenges example need more agile response to change predict shape demand in an autonomous closed-loop process common target increasing supply chain resilience looks bright anyone involved find out this blog digital planner collaboration not only will they have access systems run much integrated way these also bring significant steps further automating repetitive tasks while giving full control i like because it raises substantial arguments call action solution providers industry consulting firms require power continuously drive management improvements through technology talent particularly appreciate balanced approach discusses how traditional cascade activities become disrupted talks deeply about human aspect vision end is goal but means actually help do their jobs what most let me share some insights &nbsp 1 flows information cascading decision-making remain be highly automated now does mean exactly today companies work centralized facing costly challenge interconnecting those facilitating exchange between them there two ways overcome we move one overarching system contains all tried failed erp alternatively look efficient connect separate mentions experts aligned my opinion or building open closed build cover any type within single enables us use intelligence available going across operational strategic next allow seamless low-cost interaction other such as manufacturing execution 2 getting requires quality data know saying &lsquo garbage out&rsquo doing over past few years plenty invested amount manpower improve maintain however return on investment has been limited sure was limiting factor cases wasn&rsquo t used its potential due resistance just think hard implement abc-classification so what&rsquo changed starters recent advances ai ml created new appetite comprehensive solutions based big techniques processing huge amounts smart addition data-driven analysis provides organizations better insight into bias that&rsquo 3 go beyond number-crunching taking ownership mission really love portrays someone providing managerial support optimize profitability plant&rsquo touches at essence mission: ensure optimal material same time enterprise assets being best possible fulfilling market needs support&rsquo materialize when able deliver plan hope enjoy reading did message optimism opportunity feel happy hear your thoughts

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Are you ready for bumpy planning times ahead?

September 17

“We plan, God laughs,” is an old Yiddish saying that most supply chain planners would find mildly funny these days. Uncertainty is part of every supply chain, yet the COVID-19 outbreak brings that uncertainty in both demand and supply to... Read blog bumpy planning times are you ready for ahead &ldquo we plan god laughs &rdquo is an old yiddish saying that most supply chain planners&nbsp would find mildly funny these days uncertainty part of every yet the covid-19 outbreak&nbsp brings in both demand and to spectacular levels what current situation how it going unfold traditional forecasting techniques will be less accurate than they used can done about &nbsp on resulting from crisis impacts chains ends: side goods services has been hit almost all sectors with some even showing a total collapse because lockdown measures patterns have changed completely food industry seen restaurants catering vanish while retailers exploded also impacted by factory shutdowns international trade restrictions made raw materials components unstable certainly outbreak read blog out omp help bullwhip effect scenarios uncertain collaborative forecast accuracy previous crises such as 2011 tsunami japan floods thailand same year disrupted limited geographical areas but significant worldwide impact globalization today primary disruptions happening everywhere dynamics extremely complex difficult predict due global nature fulfillment importance long lead comes next analysts said go back normal shortly after lockdowns end i believe forecasts still much up two years consumer highly unpredictable during instances irrational panic buying well unprecedented arising changing consumption habits different routines new hobbies lot canceled purchases could result wave later sudden changes likely create which more powerful ever ongoing disruption at places world impossible availability products multiple suppliers regions this continue economy restarts fresh breakouts time prof yossi sheffi explains conditions where footprints often spread across globe frequent hurt stream barely predictable ways further fuel disturbing signal along anyone who played beer game remember slightest change cause instability oscillations actually reactions lack material not pure phenomenon amplified point empties shortage then reinforces everything interconnected peter senge pointed so eloquently his 1990 book fifth discipline since launches affecting very unlikely return any soon reasonably assume remain lower before quite planners hard least data gathered troubled little predicting future should do say we&rsquo re loss now adjusting manually hardly educated guesses need acknowledge accept low look tools effective under circumstances parties &mdash including customers providing their insights assess smart move though cure-all analysis easier if portfolios rationalized it&rsquo s include external number kept possible avoiding severe effects resource intensive only willing make commitment strategic unfortunately always symmetrical uncommon company marginal supplier its main deploy sensing compensate improving short term using point-of-sale machine learning models identify underlying however magic limitations rapidly best engage scientists continuously retrain additional appropriate responsive sensitive face ends become equally combination causes expected affect several months use sales history too case process mastering your discover omp's advisory

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Want to catch the big fish? - Solving complex problems with software

September 14

The renowned movie producer, director, and writer David Lynch once said “Ideas are like fish. If you want to catch little fish, you can stay in the shallow water. But if you want to catch the big fish, you've got to go... Read blog solving complex problems with software want to catch the big fish - renowned movie producer director and writer david lynch once said &ldquo ideas are like if you little can stay in shallow water but you've got go deeper &rdquo writing isn&rsquo t that different my wife is a teacher small rural school many years ago she asked me write an application which would allow her colleagues input exam results print student reports task was not too difficult just few days i had written simple microsoft access visual basic for didn&rsquo have very deep &nbsp when standard libraries can&rsquo do trick innovative supply chain planning fortune 500 companies challenge read blog full story bullwhip effect scenarios forecasting uncertain times collaborative forecast accuracy omp&rsquo s customers our applications need be able handle gigabytes of data efficiently using off-the-shelf doesn&rsquo always result most optimal solution c++ stl often designed solve more generic cases necessarily best option specific this sometimes referred as example golden hammer syndrome: all everything looks nail mean useful they there still lot business problem gets bigger or specialized techniques needed challenges we encounter every day are: how manage customer such way memory impact kept reasonable level structures deliver fastest smallest footprint algorithm gives within timeframe wind up 100 slower dataset 10 avoiding o logn other performance here&rsquo quick illustrate suppose million demands parts store additional temporary information each these two typical approaches add extra fields demand structure although allows quickly it&rsquo good design-wise could leak should it increases consumption even module needing active hash map better tend somewhat large because bookkeeping also looking incurs overhead executing hash-function comparing potential matches logarithmic lookups what engineers call instant gigabyte-sized sets another assign numeric by carefully choosing value adding lifetime valid stored vector then becomes indexing operation 1 one use at omp efficient work on tools from utilities scripts behind web page may require in-depth knowledge investigation means reading scientific it-related articles designing new adapting existing implementing algorithms makes possible so happy shallows explore engineering jobs

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How your supply chain business case will put you on track (and save you)

September 8

This blog is part four of our series on strategic supply chain transformation challenges. Although the sporting rifle shooter Matthew Emmons (born 1981) was a medal winner at three successive Summer Olympics, the... Read blog supply chain business case how your will put you on track and save this blog is part four of our series strategic transformation challenges although the sporting rifle shooter matthew emmons born 1981 was a medal winner at three successive summer olympics american be forever remembered for his failure to strike historic double in athens 2004 firing last decisive shot final round 50-meter positions he mistakenly aimed target lane next right target&rsquo s center but given zero score great wrong target! &nbsp you&rsquo ll always miss if isn&rsquo t clear we must say wouldn&rsquo have pitied mr had been there after all what&rsquo so difficult about aiming shooting just stay calm keep cool head it&rsquo often much more identify example goal launching digital project return investment within years that seems fair doesn&rsquo sound very ambitious way too vague get going remember need precise when defining targets which first step crafting solid vital any not least strategy-oriented approach planning project&nbsp easier said than done we&rsquo ve seen quite lot leaders pitching their with promise an x% increase efficiency y% reduction operational costs stock levels while using these metrics like most straightforward from perspective it insufficient company-wide scheme odds corporate strategy outline company&rsquo goals then select best fit cost-oriented may solution also include service-oriented such as demand responsiveness product profitability revenue new products or operations-oriented overall equipment effectiveness asset utilization optimal combination differs depending industry-specific&nbsp mechanics being pursued matter finding its place service-capital-operations triangle elaborate topic another post soon where do want can optimize one corner service minimizing working capital third cost & flexible buffer assessment by omp don&rsquo forget potential qualitative gains essential improve kpis improvements should overlooked major vector improving cross-functional cross-departmental global collaboration company better end-to-end visibility people across organization different departments learn understand each other&rsquo preoccupations helps reduce frustration job satisfaction elements performance systematic develop back beer mat take time systematically interview key pain points opportunities improvement might absence policies regard work-in-process inability run scenarios s&op frequent use expedited shipments low accuracy limited insight into upstream downstream constraints storage space limitations long lead times due stringent mto inappropriate campaign make list rate them against allows prioritize actions qualify quantify related expected both one-time shots recurring benefits are must-do nice saved some cases already out date they&rsquo re written true never overestimate importance well-designed were recently involved european manufacturer top management suddenly decided tear off local distribution centers decision hugely impacted could completely derailed ongoing fortunately detailed allowed carefully adjust focusing aspects only marginally turn saved! afraid moving reveals unlike businesses face move even seem go direction moment come well-prepared there&rsquo nothing advice contact us read info cycles

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Organizational maturity: learning to walk before trying to run

September 1

This blog is part three of our series on strategic supply chain transformation challenges. For those who like to compare supply chain planning with conducting a symphonic orchestra, we like to recommend this curious... Read blog organizational maturity maturity: learning to walk before trying run this blog is part three of our series on strategic supply chain transformation challenges for those who like compare planning with conducting a symphonic orchestra we recommend curious youtube video what appears be an children they&rsquo re playing the opening theme 2001: space odyssey in such horrible way that it hurts your ears one comment suggests there was actually only person correctly while all others clearly had not practiced which if true would serve as good story explain call low organization &nbsp why things can go wrong problem encounter fairly often companies wanting take higher level some these management believes necessary elements are place their strategy has been defined and being kept tune corporate eager reap promised benefits they want rush into digital project but lot still from flaws could include lack appropriate persistent presence inadequate processes practices poor availability reliable data let&rsquo s zoom removing defining thing it&rsquo another put goes along example value-stream thinking may hampered by departmental structure use conflicting kpis or staff might have sufficient expertise opposed change possibly due insight experience cross-functional collaboration senior holistic attitude approach every potential flaw needs examined addressed prior launching putting right addition reviewing you need define implement support see extremely at executing plans less formulating reflect precisely what&rsquo needed response too slow because plan recent case where steel manufacturer wanted tool preliminary check revealed lacked coherent set business supported automated so wisely decided postpone automation focus first bringing landscape up standard there&rsquo also challenge even when cannot launch intelligence don&rsquo t access comprehensive collection will able optimize stock levels accelerate throughputs current platform erp system keeps track finished products general add inconsistent incomplete incorrect messy master production embarking essential map existing close any gaps do then you'll high aspects find out how holding mirror multifaceted organizations displaying most fail deliver aspect thoroughly under control unfortunately tend overestimate easy managers look finger own that&rsquo hire external experts hold them identify outline opportunities improvement perhaps using spider chart shown crucial evaluate gap assessment deliverable omp should certainly shy away exercise great achievement succeed increasing organization&rsquo small upfront investment avoids rushing ill-prepared mess very much child underrehearsed perform admit highlighted somewhat misleading although image shows choir you&rsquo hearing top professional musicians did switch instruments clarinetists were trumpets violins oboists cellos timpani forth hilarious wouldn&rsquo doing mature ready bring next contact us

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Don’t practice ping-pong if you want to be a tennis champion

August 26

This blog is part two of our series on strategic supply chain transformation challenges. Does anyone believe that Serena Williams could have become a tennis champion on a ping-pong training program? The idea is absurd,... Read blog strategic fit don’t practice ping-pong if you want to be a tennis champion this blog is part two of our series on supply chain transformation challenges does anyone believe that serena williams could have become training program the idea absurd but you&rsquo d surprised how many businesses violate general rule everything they do should in line with what achieve typical example would company strategy aimed at providing exemplary customer service who put place plant manager production bonus scheme based cost per unit especially complex chains it not so uncommon find operational policies odds corporate and it&rsquo s problem often overlooked when digital transformation&nbsp project launched &nbsp organize first then take next level here&rsquo an initially didn&rsquo t live up consequences its decision major european food had long history supplying meat butchers grocery stores throughout country which operated high volumes efficient operations always been key contending market&rsquo small margins increased competition from neighboring countries resulted loss market share senior management decided approach issue different angle target niche organic delicatessen markets where higher prevailed was still entirely organized push as fast possible through factory new meant differentiate much more required completely planning maximize raw valorization multiple quality levels stages now taken into account intermediate products allocated precisely simply needed reorganized before made any sense launch &mdash can even think taking business leaving dogma behind are your there read out omp help alignment align evolutions also require companies review longstanding habits practices critically consider second health producer for decades adopted make-to-order policy perspective since some ingredients very expensive perishable downside however product lead time 14 weeks proved agile competitors entered customers began expect rapid delivery reluctant give their implemented intelligence shorten about ten only see increasing numbers turn suppliers deliver within or three sky cleared few years later left mto system material stocks allowing them respond quicker incoming orders subsequently allowed optimize inventories view mitigating risk using methodological examples suggest given large everybody convinced they&rsquo re heading right direction fail question detail ingrained compatible ambition all kpis support wise automate existing processes why continuing essential get answers these questions upfront by carrying exercise prior launching we use maps investigate both sides: list decisions asking might translated outline were evaluating whether reason map connect chain&rsquo rethinking roberto perez-franco mit ctl best investment amazing organizations identify gaps between reality field evolve over recommended set regular exercises well contact us

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Think before you begin: three prerequisites for digital supply chain transformation

August 17

Supply chain leaders commonly believe that a digital transformation journey is key to making their businesses more efficient, agile and resilient in a changing landscape. Digital supply chain... Read blog 3 prerequisites for digital supply chain transformation think before you begin: three leaders commonly believe that a journey is key to making their businesses more efficient agile and resilient in changing landscape planning helps them optimize asset means of transportation usage as well increase levels service reduce costs but the right foundations need be place it makes sense embark on any such here are essential successful &nbsp 1 aligning with corporate strategy discover advisory align project looks like it&rsquo s stating obvious yet we&rsquo ve seen quite lot projects at odds company&rsquo fundamental strategic decision-making how could happen one reason was pitched merely &lsquo moving from spreadsheet- software-based planning&rsquo narrowing its scope configuring tools integrating data might budgeted terms roi result would therefore receive only modest attention senior management opportunities better operational practices goals then have been missed which not say being fully engaged guarantees good fit example company going through shift translated into will able reap anticipated benefits automating indeed does make much automate existing tactics operations where just decided whatever turn fundamentally different market target tactical processes should first we strongly recommend firmly prior implementing intelligence 2 ensuring your organization equipped meet challenge an additional pitfall observed arises false assumption sufficiently mature ready while may defined necessary line reality lag behind used systematically everywhere there weaknesses parts or functional areas up standard these tough questions difficult answer most general understanding level maturity they always aware maturity&nbsp deficiencies exist some identify mitigate all attempting implement solution bound disappoint building strong business case third pillar needs embarking solid formally outlined companies launch without clearly defining ambitions what expected kpis do expect improve quantitative qualitative gains each area this has described sufficient detail agreed upon by parties involved also important communicate team so can consistently decisions course remaining focused getting lost technicalities conclusion unique opportunity take higher however program if place: must perfectly aligned organization&rsquo high enough clear established communicated discuss foundational greater other blog posts including organizations face issues following areas: perfect assessing improving organizational developing communicating case&nbsp common factor crucial importance when laying set contact us find out

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The customer support speculation game

August 10

“OMP support. Good morning, Danielle speaking.” Silence. We never know for sure who’s calling us, but we do love to guess. Back when COVID-19 was just another excellent random password, my colleague and I used to bet on it. Just to give each other that old school sassy... Read blog

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How to pitch your supply chain planning project in COVID-19 times

August 3

As a supply chain manager, you’ll undoubtedly be feeling the impact of disruptions caused by the new virus as never before. Demand is unpredictable and planners are constantly firefighting, burning the midnight oil. It... Read blog pitch your supply chain planning project how to in covid-19 times as a manager you&rsquo ll undoubtedly be feeling the impact of disruptions caused by new virus never before demand is unpredictable and planners are constantly firefighting burning midnight oil it looks like we&rsquo on this bumpy road for quite some time do you have all tools takes manage or if need more can get budget approved convince boss &nbsp not problem it&rsquo s part solution budgets been reduced internal competition funds resources has increased projects delayed canceled but know that good even crucial now when everything value volatile helps company better react calling halt abolishing fire brigade because there&rsquo going with disruptive disruption causes chains during goal these end-to-end visibility understand variability speed up s&op decision-making mitigate precisely what needed address decisions made senior management dynamic context would they prefer gut rather scenarios worked out rationally tool think about re pitching does traditional business case work no come mainstream such &ldquo we reduce stocks 15%&rdquo costs 3%&rdquo full return investment seven months&rdquo calls greater urgency should must else perish &rdquo so essential continue survive year cost &mdash secondary importance course still homework estimate write down clear look stronger arguments agile uncertain instance cannot properly forecast run compare multiple quickly face issues 2020 2021 will just possible move forward one-scenario-fits-all mindset an area where advanced systems significantly outperform erp which typically only one version truth additional question worth asking relates strategy weather gets rough companies headed can&rsquo t rely documents could at least scan last year&rsquo annual report find right why use else&rdquo questions talk create various calculate production finance kinds help picture options: either launch struggle without start yourself feel guilty from having asked answer yes must-do don&rsquo greedy sharp scarce own go fast quick results leave dead weight behind present make concrete smart skip nice-to-haves focus short term keep long mind successful reprioritize next few months&rsquo easier roll organization always deal risks today&rsquo short-term effects most likely availability team members may critical factors reasons focused crisp risk mitigation plan today include focusing proven technology sound take data agreement near-future goals final obstacle cold-water fear running remotely worry: past months people demonstrated worldwide motivated resilient flexible coping surely too let&rsquo discuss! contact me

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How solid business rules can help planners to avoid chaos

July 13

When someone on the other end of the phone begins with “Hey, it’s urgent!” before even bothering with a proper greeting, supply chain planners will be ready for what comes next. Most likely it’ll be something like: “Stop... Read blog business rules help planners how solid can to avoid chaos when someone on the other end of phone begins with &ldquo hey it&rsquo s urgent!&rdquo before even bothering a proper greeting supply chain planners&nbsp will be ready for what comes next most likely ll something like: stop all machines and change plans! i&rsquo ve just made fabulous deal that&rsquo secure our future!&rdquo nerves steel you survive this extravagant request throw away your perfect plan but if you&rsquo re lucky company have coherent set already in place guide right decisions &nbsp planning is deciding who disappoint by nature an exercise trade-offs keep inventory levels down or maximize machine utilization create network multiple dcs close customers up centralized warehouses do we produce particular batch uk germany while lot these automated successfully using total cost reduction scheme some hurdles are more difficult overcome think back call asking prioritize very promising&rdquo customer over bunch others remember that making one party happy often means also loyal ones segmentation companies i know use models bring sense reason into capacity allocation struggle good example quadrants should careful equation than simple metrics like volume margin may want qualify based their track record providing reliable forecasts such sophisticated rate useful instrument measure each customer&rsquo value risk profile decide which there shortages it essential used agreed upon throughout at regular intervals model evaluated ratings updated meetings sales production financial managers documenting best practices many develop own tackle complex issues experience as planner has constructed decision tree head yet fundamentally differ from another seen operations where people shop floor tell exactly devised schedule might not always problem opportunities optimization lost newly hired employees could make wrong costly moves properly documented why recommended confer common perhaps presented form flowcharts addressing conflict situations escalate only needed course every situation anticipated trickiest conflicts however general grant high level autonomy responsibility perform better terms service efficiency so important define clear escalation outlining kind allowed strict circumstances under necessary significant because takes time management investigate evaluate duly confirm initially suggested meantime valuable been consequences grown serious need again does story sound familiar let us contact hard you'll easier read full kpis

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How KPIs can seriously damage your business

July 2

“Selling is easy,” confided a former classmate at our latest reunion party. “It’s the customers that result from it who give you nightmares.” The statement came with an exaggerated wink, and then this: “Thank goodness that’s not my department.” We... Read blog

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Why planners distrust foxes and love cats

June 16

A planner once asked me whether our planning automation solvers are programmed to be like cats or like foxes. When I stared back in bewilderment, she explained that she was referring to the Aesop fable in which the fox boasts about having multiple... Read blog why-planners-distrust-foxes-and-love-cats why planners distrust foxes and love cats &nbsp a planner once asked me whether our planning automation solvers are programmed to be like or when i stared back in bewilderment she explained that was referring the aesop fable which fox boasts about having multiple tricks dodges escape from enemies cat confides has only one hunters arrive with their dogs quickly climbs tree pondering among wide range of strategies go for is slow react caught by hounds solvers: smart make perfect plan it better then that&rsquo s not what we would say here at omp created versatile flexible just can fine-tuned adjusted take into account operational organizational constraints optimizing any provide maximum service profitability all kinds conflicts emergent issues reckoned including stockouts machine overloads expiration obsolescence inadequate campaign durations changeover frequencies excessive waste lost sales customer dissatisfaction general also nimble enough avoid catastrophe &lsquo &rsquo despite fact balancing conflicting up lot computing time second thoughts on touchless planning&rsquo advocates hype will argue new generations more powerful case strategy elements being integrated solutions learning capability further improving outcomes speed set skyrocket true but many still have relying reason related quality above transparency find black boxes potential been taken how does solver prioritize assumptions made did prefer option over b need sense control difficult understand decisions torn between two choices supply chain constantly crossroads where crucial business do you disappoint an established seizing promising opportunity increase volumes see margins down maybe improve on-time-in-full cost generating often feel rules guidance come essential additions toolbox they given situation taking form decision trees might use models classify customers rank risks based kpis periodic evaluations management level discuss types another blog post thing sure: clear unambiguous fully agreed across entire company they&rsquo re useful guide allow them evaluate automated scenarios great way bring some common discussion aligns perfectly my favorite interpretation cat-and-fox fable: always worth than cunning want learn your check faq discover full story blackboxes

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The mysterious job of a Documentation Satellite

May 25

Working at home due to COVID-19 has its upsides and downsides. During the first days of the lockdown, my roomie and I thought that it was an opportunity to get to understand each other’s jobs better. My role at OMP had always puzzled her, so she... Read blog

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Designing software while walking the dog

May 13

What do software design, walking the dog and taking the kids to an amusement park have in common? Not a lot you might think, but personal experience can tell us otherwise. About 20 years ago we had a small dog. And, despite the children’s... Read blog

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How demand planners can address the COVID-19 challenge

May 4

Amid the heart-breaking catastrophic effects of the coronavirus pandemic on families and communities around the world, COVID-19 is also putting severe strain on supply chains vital to business sustainability and recovery. The new landscape is... Read blog how demand planners can address the covid-19 challenge amid heart-breaking catastrophic effects of coronavirus pandemic on families and communities around world is also putting severe strain supply chains vital to business sustainability recovery new landscape particularly tough in consumer goods industry for example consumption patterns are severely disrupted by hoarding other phenomena while many chain inevitably engaged fighting fires it&rsquo s important keep a cool head both as turbulent events take their course we gradually return more stable situation &nbsp unprecedented event with an unpredictable impact countless fiction writers have taken shot at next would affect people&rsquo behavior yet not single one has predicted sudden rush toilet paper &mdash that&rsquo lesson already learned from crisis first few weeks outbreak western skyrocketed wide range products pasta computer headsets video conferencing were somewhat loss because usual forecasting methods became much less reliable than previously meanwhile companies took pragmatic approach rationalizing portfolio focusing high runners production specialties or selected flavors hold task forces set up manage been running house calling colleagues they normally best practices unnerving circumstances make use forecasting&nbsp solution under such well there&rsquo basic rule mind even situations that plans possible changes only when relevance clear omp advise customers lower some smoothing factors planning engine get responsive forecast keeping performance metrics then need be interpreted differently may want run order book reports daily track sales against plan near real time should eye what&rsquo happening industries assess might any case manual updates made based market intelligence this reason existing communication channels within community ramped ones brought times deliver lot value just through statistical analysis but establishing robust collaborative connection between don&rsquo t let ruin future preparing what comes these exceptional treated otherwise atypical volumes we&rsquo re seeing will skew quality historical series forecasts outliers tracked documented day do allocating code line items impacted &lsquo covid-19-2020-march&rsquo note name anticipates second fall which experts warning allows planner exclude history prior generating develop discuss what-if scenarios expected ripple most 2020 into 2021 long so ways meaning there no references learn complemented upside downside estimations used discussion during s&op&nbsp exercises each scenario plant machine capacity inventory levels customer service evaluated upfront managers determine risks appropriate measures respect capacities storage space workforce ready apply read blog sensing predictive analytics sop

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How happy numbers can spice up a programmer’s job interview

April 13

Imagine you’re in a spaceship being hunted down by co-workers who’ve been taken over by an evil force. The only way to open the lock to the safe area of the ship is by finding a set of happy primes. This is exactly what... Read blog programmers job interview how happy numbers can spice up a programmer’s imagine you&rsquo re in spaceship being hunted down by co-workers who&rsquo ve been taken over an evil force the only way to open lock safe area of ship is finding set primes this exactly what happened main character sci-fi tv series dr who we all know prime number and there are numerous algorithms determine whether but well term &ldquo number&rdquo comes from world recreational mathematics it even has its own wikipedia page definition actually very simple: start with n take digits square them add together then repeat operation on result if repeated execution ends 1 called results endless loop unhappy or sad &nbsp wrong for two reasons at you might get question like: write algorithm should return true it&rsquo s false unhappy&rdquo let&rsquo try solve problem getting seems easy be tempted like this: char buffer 3 sprintf %d&rdquo size_t sum = 0 *buffer + code deceptively simple reasons: incorrectly assumes that numeric value equal digit not &lsquo 0&rsquo ascii 0x30 which clearly isn&rsquo t zero consists 2 when original would have between 10 99&rsquo no guarantee intermediate values remain smaller than 100 look mom so lesson #1 be: dealing information use easy: just modulo-10 one perform integer divide-by-10 while looping auto size_t{0} { remainder number%10 += * /= } function needed check using vector next step until reach wrap calculation above calculate final algorithm: ishappy int number!=1 wait do happens right will never terminate what&rsquo missing already encountered before most obvious keep std::vector every iteration continue extending interviewer ask alternative ways recurring std::set more efficient std::bitset fastest possible implementation extend show really thinking outside box bound learned textbooks example propose returns million could good opportunity your knowledge multi-threading too spaceships still lot fun okay was ever need kind real life probably lots other problems come solving important work innovative software company omp don&rsquo build our haven&rsquo always looking people spark creativity key real-life keeping discover engineering jobs join us! programming development out-of-the-box

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Interview: Harmonizing human and artificial intelligence

April 9

Q&A with Philip Vervloesem, SVP OMP USA for Supply Chain Management Review. Is it realistic to fully robotize supply chain planning? "The level of automation in supply chain planning has tremendously increased and I strongly believe that it will... Read blog

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Algorithms demystified – Who’s afraid of heuristic risotto?

March 31

In the 9th century, the Persian mathematician and astronomer Muhammad ibn Musa al-Khwarizmi devised a detailed set of rules on how to solve linear and quadratic equations. Three hundred years later, his set of rules, as... Read blog algorithms demystified who is afraid of heuristic risotto – who’s in the 9th century persian mathematician and astronomer muhammad ibn musa al-khwarizmi devised a detailed set rules on how to solve linear quadratic equations three hundred years later his as well name were translated into latin work &ldquo algoritmi de numero indorum&rdquo &ndash numbers indians&rdquo over centuries follow developed word we know today: &lsquo algorithm&rsquo was born &nbsp are everywhere but what they seem be everywhere: youtubers complain that company&rsquo s algorithm costing them views sophisticated threatening take away human jobs cambridge analytica&rsquo enabled trump presidency brexit while there many different definitions all agree this: an well-defined instructions class problems mushroom with every day my roommate&rsquo recipe she kind enough write down for me it&rsquo because i asked her specific so not even could mess it up solves problems: having this whole doesn&rsquo t just problem rainy sunday afternoon anyone at any time long have access stove two pots rice mushrooms onions garlic olive oil butter salt pepper parmesan reasonably priced white wine types using mathematical optimization differentiate between types: exact approximation heuristics return optimal solution gold standard holy grail others learned math hard some ages run would instances millions these come rescue both solutions probably least upper bound far from returned do throw pot if knew making without make half good authentic version modified however contents kitchen cupboard willy-nilly pour decide call no idea tasty or edible result outperforming best-known practice cases where well-designed outperforms one example so-called vertex cover classic computer science graph theory best fast has guarantee&rsquo 2 meaning can almost twice bad optimum very meanwhile regularly beat getting close achieving may get rap inherent risk poor performance vital when solving complex roast mammoth isn&rsquo namesake also origin spanish digit&rsquo he founder algebra certainly impressive resum&eacute most first person develop honor goes cave explained friend excellent such detail want learn more about omp discover our technology originates exactly find out blog optimizaton

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An educational “why” experience

March 17

Experience is what you get when you didn’t get what you wanted. I learned that lesson the hard way as a junior consultant, fresh out of university. One day, a bunch of specifications for a planning solver landed on my desk. Basically, a solver is an automated resolution of a... Read blog

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Orchestrate your supply chain like Hans Zimmer

March 3

A few months ago, I had the opportunity to see ‘The World of Hans Zimmer’ in Antwerp. It was an overwhelming experience that really made my day, but the deeper reason for my joy only occurred to me later when I reflected on what I had witnessed. I... Read blog