Working closely with DuPont leadership, the EY team created and calibrated a digital, integrated business planning system that eliminates blind spots for global supply planners and production managers by integrating demand, supply, and finance.
Dubbed the Supply Chain Cockpit, the digital platform can produce multiple possible scenarios simultaneously, using a custom algorithm built on an open-source platform. The potential outcomes are based on inputs from global supply planners to cross-check supply chain readiness against customer needs, production line capacity, inventory, alternate sourcing plants and modes of transport, fulfillment capabilities, and financial implications including cost and revenue margin.
“DuPont planners were trying to do business modeling with legacy tools and disconnected methods,” said Anna Bourne, Partner, Advanced Manufacturing, Ernst & Young LLP. “The new system lets them see everything they need within a single tool, helping them improve supply planning practices across products.”
The EY Supply Chain Cockpit integrates 15+ supply chain and financial factors that can be analyzed on a robust technology stack. With the new tool, DuPont can more precisely match aggregate supply with demand, properly plan inventory and maximize fulfillment over the sales and operation process (S&OP).
The tech platform guides informed, strategic leadership decisions around capacity planning, inventory and financial projections over a 24-month horizon. Plans are visible across product lines to optimize procurement. The Supply Chain Cockpit brings operational science to DuPont’s M&M sales and operations teams by coupling aggregate planning principles and unique business insights. One of the biggest selling points is speed, allowing supply chain planners to run multiple scenarios within minutes and make informed decisions faster – so DuPont can ensure their important products continue to reach consumers around the world.