Domain
23 RecipesRecipes for data engineers working with supply chain and operations-domain data and controls.
Sales ops, demand planning and channel finance each report a different sell-in, sell-out and channel stock figure, because distributors report in different units, codes and cutoffs.
Planners cannot see which lots are close to expiry, how much of each is still usable, or how much will go unallocated, so stock is written off that a customer could have taken.
Component demand for an approved quantity of finished goods is worked out by hand or in a spreadsheet, and nobody can show which BOM revision, unit conversion or scrap rate produced a figure.
A raw material lot is recalled and nobody can say which finished lots and which customer shipments contain it, or how much of it each holds.
Finance cannot say what closing inventory is worth or how much cost of goods sold a month carries because receipts, issues, returns and adjustments are costed by hand.
A fleet dashboard labels observed vehicle occupancy as utilisation without an authoritative available-time denominator.
A TMS dashboard reports on-time performance by lane, but nobody can inspect how it is calculated or reproduce its figure.
Plant OEE comes from a hand-built spreadsheet and nobody can say whether stops, slow running or scrap cost a line its points.
Yield and work in progress come from a spreadsheet that counts a reworked unit as a second unit produced and cannot keep first-pass yield apart from final yield.
Production-order variances are worked out in a spreadsheet nobody can audit, and nobody can say which standard version each variance was measured against.
Nobody can say how much of the company's material is sitting at a subcontractor, because transfers, returns, scrap reports and finished receipts live in different places and are never netted.
The same product carries different SKUs and category trees in the ERP, the web shop and the point of sale, so sales by category disagree between reports.
The warehouse system, the ERP and the last stock count report different quantities for the same item and nobody can say which is right or why.
Customers report late deliveries, and Sales, Supply Chain and the carriers each quote a different on-time-in-full figure because each applies its own promise date, tolerance and partial-shipment rule.
Procurement, Finance and the business units each quote a different spend total, and nobody can say how much was bought outside a contract.
Procurement and finance are asked what is still owed to suppliers on open orders at a month-end, and each answer comes from a different spreadsheet.
Procurement reports savings from negotiated agreements and Finance cannot trace them to the prices actually paid.
Procurement cannot say how much supplier rebate has been earned under each purchasing agreement this period, or how much of it suppliers have already credited.
Accounts payable is asked to release payment and cannot say how much of an invoice is covered by the goods actually received.
A supplier owns stock until it sells, that stock shares a store and SKU with stock we bought outright, and the stock report adds the two together.
Customer service promises stock that is already reserved, or sells the same units twice because reservations that expired or shipped still count against availability.
Planners cannot tell which items are about to run out because sell-through and stock-outs live in spreadsheets, and each one counts a day with no stock differently.
A fleet dashboard reports revenue per shift but cannot establish whether a shift covers its applicable costs.