Prof. Dr. Bram Desmet

About Prof. Dr. Bram Desmet

Prof.dr. Bram Desmet is Adjunct Professor in Operations & Supply Chain Management at Vlerick Business School. He holds a Master’s degree in Mathematics (Ghent University, 1998), an Executive MBA (Vlerick, 2004) and a PhD in Industrial Engineering and Operations Research (Ghent University, 2009). From 1998 till 2003 Bram worked as an IT Systems Manager with Arcelor-Mittal in Ghent. He used to work as a management consultant for MÖBIUS and is the CEO of Solventure, Strategy-Driven S&OP experts, since 2003. Bram is also the author of the book: “Supply Chain Strategy and Financial Metrics: The Supply Chain Triangle Of Service, Cost And Cash” which was released on May 3rd , 2018. https://www.bramdesmet.com/

3 Key Multi-Echelon Inventory Optimization Challenges and How to Overcome Them

When it comes to inventory optimization, companies often have to play a delicate balancing game to ensure that they have optimal levels of inventory. If your forecast numbers are too high, you run the risk of holding costly excess inventory and reducing available cash on hand. If your forecast numbers are too low on the

By | September 15th, 2016|Inventory Management|0 Comments

Understanding Today’s Supply Chain Complexity: There’s No Substitute for Hard Work!

I was lucky to attend the Gartner Supply Chain Executive Conference in Phoenix last May. 1 of the keynote speakers was Mike Duke, the former CEO of Walmart. He summarized his career in 10 pieces of advice he got from 10 key persons throughout his life. His parents, his teacher, his first boss, … Advice #1 received from his parents: “There’s no substitute for hard work”. That resonates with me. To understand today’s supply chain complexity … there is no substitute for hard work!

By | June 21st, 2016|Inventory Management, S&OP, Supply Chain|0 Comments

A Five-Step Approach to Effective Demand Planning Implementation

Good handling of market demand data is one of the most vital concepts in any supply chain. But how to create powerful demand planning implementation? The five-step approach outlined below provides guidance.

Sales, Inventory & Operations Planning (SiOP) – Part Five

Last time in Sales, Inventory & Operations Planning (SiOP) – Part Four I talked about the Supply step of the cross-functional process of SiOP. For this blog we will conclude this discussion with the Exec SiOP step.

By | June 14th, 2016|S&OP, Supply Chain, Supply Planning|0 Comments

Sales, Inventory & Operations Planning (SiOP) – Part Four

Last time in Sales, Inventory & Operations Planning (SiOP) – Part Three I talked about the Demand step of the cross-functional process of SiOP. For this blog we will discuss the Supply step.

By | June 9th, 2016|S&OP, Supply Chain, Supply Planning|0 Comments

Sales, Inventory & Operations Planning (SiOP) – Part Three

Last time in Sales, Inventory & Operations Planning (SiOP) – Part Two I talked about the Demand step of the cross-functional process of SiOP. For this blog we will discuss the Inventory step.

Sales, Inventory & Operations Planning (SiOP) – Part Two

Last time in Sales, Inventory & Operations Planning (SiOP) – Part One I talked about the Segmentation and Product Management steps of the cross-functional process of SiOP. For this blog we will discuss the Demand step.

Sales, Inventory & Operations Planning (SiOP) – Part One

I pride myself on being an expert in designing and implementing Sales, Inventory and Operations Planning. Companies that have a good SiOP process can’t imagine how to live without it. It is the key instrument for the CEO to navigate the business along the budget towards its strategic targets. In Part One of the SiOP series of blogs we’ve distilled from the many projects we have done over the last 10 years.

By | May 31st, 2016|S&OP, Supply Chain, Supply Planning|1 Comment

Five Customer Product Segmentation Pitfalls to Avoid

Many organizations are segmenting customers and products to improve EBIT and working capital or to implement their strategy more consistently. Although segmentation initially seems to be little more than a logical reflection on the customer and product portfolio, it is actually a lot more complex than that. When embarking on a customer product segmentation exercise, keep in mind the following pitfalls.

By | May 26th, 2016|General Topics|0 Comments

Will Big Data change the world?

How will Big Data change the way we work and approach the world?

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