OverStocksis. A Dangerous Infectious Disease

OverStocksis. A Dangerous Infectious Disease

Manage Excess Inventory is the panacea for every Supply Chain professional.

According to McKinsey Global Survey of challenges ahead for supply chain; Reducing Operating costs and Inventory levels, are the main goals for Supply Chain Top Management.

For instance, Pharmaceutical industry is specially sensitive to suffer overstock. Despite using leading-edge technology -the increasing number of complexities and the exponential growth of demand– makes Inventory control one of the top priorities for Drug’s manufacturers.

What is Excess Inventory?

We all can figure out a definition for overstock. Nevertheles, I would like to take a helicopter view of any particular business and focus on the economic implications.

The damage caused by excessive stock impacts directly in Cash flow, which leads to loss of capital available for investing

In other words, let’s call Excess to all the surplus associated with loss of revenue owing to additional capital bound with the purchase or simply storage space taken.

As a result, Excessive stock could be a consequence of over delivery from a Supplier or from poor ordering and management of stock by a Buyer.

Levels of aggregation

Starting from your Suppliers, passing through the manufacturing process and finishing with your product arriving to Customers. Let’s take as an example a Drug Manufacturer

As stated previously, Excess could be allocated at any point of your Supply Chain. Imagine a metaphoric water tank:

Logically, the water in the Tank will represent the total Inventory, so we can expose the following statements:

  • The level of the top water tank is directly conditioned by the Supplier
  • The Top water tank has a direct effect on the below water tank
  • The level of the below water tank has a direct impact on Customer

This is what I call “Levels of aggregation“:

(1) Raw Materials at the Top water tank are hardly calculated at the product unit. Raw materials acquisition depend on economy of scale, they’re bought with a long time in advanced and considering factors such as Demand forecast, Discounts and Rebates …

(2) Finished Goods in the lower water tank will have more value added coming from the Manufacturing process. Then, the cost will be higuer and the Price will be conditioned by the Market regulations and conditions.


Taking into account the diagram above, it is evident that Excess could appear in any of the water tanks.

Excess in the top (Manufacturing Sites) does not immediately impact to the bottom . But having excess in the bottom (Local or Central Warehouses) it blocks the normal flow of materials from the the top.

Therefore, metrics should be accountable for preventing a potential Over Stock in lower water tanks first and then into the top. The tap between both water tanks controls the water flow and is a critical point.

Nowadays, Metrics are tipically in charge of detecting current over levels of Stock such as, Days On Hand (DOH), Days Of Coverage (DOC), (%) SKUs below Safety Stock, RAGY dashboards and so on.


As presented above, metrics are mostly focus on showing the current situation of the business. However, none of the above metrics predict the conditional Inventory future positions.

In a Make-To-Stock industry your future Inventory conditions will be strongly linked to your Forecast. Demand Fluctuations in your Forecast will become the key parameter to analyze in order to predict potential disruptions in your Manufacturing plan.

Additonally, by using the Forecast and estiamted capacity you should be able to create Forward Looking Metrics and predict future Inventory scenarios focus on the estimated demand disruptions.


Following the next steps is like a vaccine to avoid getting sick from OverStocksis …

Mapping your Strenghts and Weaknesses in a SWOT template and make sure that all your team understand the meaning of Excess …

Keep track of your Metrics in a brutally honest mode. Removes all the exceptions that are just there to make look your metrics ‘good’ …

Monitor everything what makes your Inventory metrics down. Write down all the Root Causes which keep you away from being on target …

Evaluate those Root Causes (post-mortem) and start drawing common patterns …

Decide corrective strategies and support your decision-making using looking-forward metrics

Let me know your experiences, I’ll be glad to learn from your stories!


SC Certifications. A good idea to help you out filling the gaps

SC Certifications. A good idea to help you out filling the gaps

Passionate Supply Chainers all around the world are wondering whether studying a Certification makes sense or not. Allow me to say this is quite normal taking into account the huge number of them. Check out the Top 8 according to CIO magazine.

You could have arrived to the Operations department a long time ago. Perhaps you’re a New joiner

It really doesn’t matter. Because Supply Chain has evoluted so much in the last decades that nowadays it is extremely hard to recognise its boundaries in a hyperconnected world.  

Modern Supply Chain

For most of the part, breakthrough Technologies plus a tremendous pressure for reducing Costs -or shall I say, increasing Profits– have radically transformed Logistics into the modern Supply Chain.

And everything is happening too fast. While global consumers demand companies to have a Customer obsession, corporations are desperately looking for talent oasis where to find T-shape professionals.

This means Generalist who knows about Finance, Computer Science, Production, Purchasing an so on.

Indeed, experts who understand different areas across the organization, but at the same time, able to get very deep in the Supply Chain concepts.

Corporate Culture

It is evident that Supply Chain Certifications are helping experts who come from a wide spectrum of different backgrounds.

Certificates do the job that many companies cannot afford, simply because they haven’t created a strong Supply Chain Culture yet.

Organizational culture is a key factor when implementing Supply Chain vision. For example, Unilever (Master SC according to Gartner) spent €34 bn in its SC and their Strategy is clearly defined on 6 steps. One of them is only dedicated to Talent & Capabilities (this is so cool!)

Pros & Cons

Sincerely, creating a list is quite personal. However, I think it could be useful if I enumarate those aspects that usually are less mentioned …


  • Networking. Meeting professionals with the same interest than you will boost your list of contacts. Your new teammates will give you access to fresh information and potentially open your mind to new ideas.
  • Sources. Having new sources of information and access to exclusive contents will expand your alternatives to face Operational dilemmas. This will definitely increase your probabilities of success in the future.
  • Trends. Certifications normally work with lot of industries and you will learn from them. Additionally, discovering the latest business trends will prevent you from potential disruptions in your specific area.


  • Specialization. Nothing bad. Lawyers are specialists and Doctors have specialities. But remember that the world is moving towards generalist.
    My advice? Try to attend learning events outside your area of specialization as well.
  • Competition. Do not try to compare yourself with others just because you have learnt a new knowledge. Everyone lives different realities.
    My advice? A certificate will not make you better than someone else without it, so please don’t publish it everywhere 😉

Thanks for reading and let me know your thoughts!

5 reasons why Artificial Intelligence won’t take your Job

5 reasons why Artificial Intelligence won’t take your Job

Admit it! Everyone is talking about it and there are no doubts that AI is here to stay. So, what is gonna happen? First of all, calm down. AI is a great software achievement and at the same time, a massive opportunity.

Initially, let’s put aside all type of fantasies and science fiction. Overall, Artificial Intelligence is just code developed by people, yes humanoids! There are many cases where AI is making our lives much easier; self-driving cars, speech recognition, expert aviation systems, advanced healthcare decisions and so much more.

Apart from this, let’s focus on workforce. How will AI impact in future Supply Chain jobs? The following is a compilation of facts on why AI will not take your job …

▪ Time-saving does not mean work-saving

AI and Automation can amazingly optimize traditional Supply Chains. On the contrary, this does not mean less work. After all doing something faster it doesn’t implies to not have to do it, you’re just going to be time-efficient.

Additionally, an important part of Supply Chain workload is taken from ‘edge’ situations. Unexpected cases and scenarios which are hard to computarize and predict; even though if they were implemented, an expert decision-maker would be always needed.

▪ Supply Chain is not a standard business

Supply Chain is not a line of business. It’s a department or a dedicated section inside of an specific business. Compared with Aviation, Hi-tech and some others industries, Supply Chain standards are very poor. For instance, the way you measure Stockouts or Customer Service Level probably is not the same than your competitors, right?
This is a critical complexity. Supply Chains are well known for having thousand of different IT solutions in the market, but just a few of them (SAP, Oracle) use standard variables. Consequences? Harder implementations and almost impossible standarizations.

▪ Automation increase quality of time at work

Automation makes your life easier and it has a positive impact on jobs – who enjoys working on repititive and boring tasks? The average job tenure today is actually similar to how it was in 50s and 60s. Think about it. Evolution from Ford’s Mass production to the current Robo-assembly lines has incredibly maximize productivity! Nevertheless, thousands of workers and engineers are still needed.

2019 BMW 5 Series Production at BMW Plant Dingolfing

▪ Machine control is only the tip of the icerberg

To put it more simply, “garbage in, garbage out”. High-quality data is mission-critical. Give the wrong information to algorithms comes up with useless outcomes. Clearly Supply Chains have still a lot of work to do with data quality. The majority of the time is spent in ‘cleansing’ operations and consolidating data to feed a predictive system.

– check out this post to understand the importance of cleansing in Forecasting

Let’s take the model of stock markets; if algorithms where intelligent enough to predict the next momentum, for sure their owners will be rich.
However, the reality is quite different. Stock algorithms are owned by giant corporations (which are the only capable to afford the costs of maintaince), they are helpful to avoid losses and make pushes against the market by generating thousands of orders per second. But still algorithms can not predict next economic crisis.
Many of the information the use needs to be ‘filtered’ and cleansed by humans … don’t forget that in the end, the next big market decision is going to be taken by humanoids boards and CEOs.

▪ AI do not understand humans

Machines will never be able to fully understand us. And yes, you perfectly know the reason. Paradoxically, computers do not have feelings, however somehow they try to process them. AI will never logically accept why we trust one person more than other, because based in facts and data analysis we should not trust any other human.

“based in facts and data analysis we should not trust any other human …”

Just be sure that your AI is not in charge of your next Supplier selection or your next right-hand man. For sure, it will give you the most accurate ranking sort by hundreds of criterias, but the final decision should be yours.

Last but not least, I recommend you to have a look to the interesting Sascha Eder’s article about How Can We Eliminate Bias In Our Algorithms?

The Dark Side of the Forecast: How to Conquer it

The Dark Side of the Forecast: How to Conquer it

Following China Chang’e-4 mission landing on the far side of the Moon, let’s talk about the role of Forecast in business and more specifically in the Supply Chain.

Everyone needs a Forecast. Because living in a hyperconnected world means infinite access to data. In the blink of an eye, trillions of algorithms are translating information into statistics and estimating outcomes.

No matter which is your sector or your expertise. Any enterprise is capable of having a Forecast. Now, the question is: Do you know how to generate it?

During the past century, predicting the future was a tough mission where only fully-dedicated people were able to produce a decent projection.
At the present time, just by using costless technology (R, Excel, Phyton …) almost everyone can create a Forecast from a bunch of time series (data collected in a period of time).

“Just by using costless technology almost everyone can create a Forecast from a bunch of time series”

In the following 3 steps I’ll describe you a path to conquer the hardest parts of creating a Forecast:

First. Use a Baseline Forecast

What does this exactly means in simple english? A definition of Baseline could be “looking to the past and using the same outcome at similar conditions”. Overall, this technique consists into see what’s going to happen in the future based on what happened in the past.

Baselines are really useful in many aspects of life and not only business.
For example, check out Dr. Phil’s explanation on how to create a Baseline in order to catch when somebody is lying to you …

Amazing, right? After all, Baseline are a very reliable tool at the time to predict anything …

In Supply Chain, Demand Planning uses the Baseline which is generated from the Historical Sales of a product. Similarly to the Sargent Major case, the first thing to do is to ‘cleanse’ all the information we believe should not be included into the production of the Baseline.

For a Demand Planner, the way to detect “Real or False truth reactions” like in Sargent’s case, will come from:

  • Outliers detected by the algorithm chosen to generate a Forecast.
  • All the additional information that could impact on Past Demand, such as: Events, Discounts, Competitor behaviour, New Launches, etc. Collected from, Commercial, Marketing, Finance and other departments.

Second. Add Expert Insights

As a rule, many industries have adopted as the best-in-class approach, to introduce experts Adjustments into the Baseline before releasing the final version. Nevertheless, this approach is far from being fully accepted.

Please don’t misunderstand me… Expert Insights are a fundamental part of the Forecast, however it needs to be done with total transparency and avoiding risks (this could be a nice topic for a future post).

In contrast, among many other scientists, the famous psychologists Daniel Kahneman (2002 Nobel Prize in Economic Sciences) and Amos Tversky believes on the Base rate fallacy (and some other psychological theories) which strongly impacts in the individual decision-making of estimating the future.

Copyright – Kahneman, D. (2011). Thinking, fast and slow. London: Macmillan.

Third. Evolve To Consensus Forecast

So, How could you avoid biased forecasts? There is no quick fix.
The explanation is always in your Forecasting process.

Adjusting Baseline predictions must be a formal method based on rigorous analysis of all the potential reasons that could impact on future Sales. In other words, you need to fully understand the sources of any particular rationale to change the Forecast (optimistic or pessimistic).

The mission of a Consensus Forecast is to control the tendency to change the estimation for ‘unknown’ reasons (Gut feeling, intuitions, smell-test, 50/50…) which are hardly measurable. Ideally, in order to add value, we should be able to see in a monthly basis the Forecast of the following areas, including their Max. and Min.

  • Commercial. Unconstrained Expected Demand.
  • Supply Chain. Expected Sales constrained by Plant’s capacity.
  • Financial Forecast. Expected Selling based on Economic conditions.

In conclusion, if you are looking for better projections; Have a look to your Forecasting processes (are they good enough? do you have a benchmark?) and the most important one: Pay attention on How you’re feeding your Baselines (follow the advises above).

“Keep in mind that improving Forecast is not only a technology thing; Most of your Projections are undermined by the quality of your inputs”

 Happy 2019!

5 Mind blowing books you might give to yourself this Christmas

5 Mind blowing books you might give to yourself this Christmas

We live in a world of words. Spending most of the time on meetings, calls and presentations –  When was the last time you contemplated the content of your desk and shelves?

Let’s see if this sounds familiar to you … When you smell a book there is a kind of ‘magic’ which send you away from the reality for a moment; and once you have finished it, it becomes a treasure that somehow and in some point of your future life, it will find you at the correct time; exactly when you most need it. 

(1) Leaders Eat Last

Simon Sinek 2014. On his second book, after the success on ‘Start with Why’, Simon makes an extraordinary detailed  X-ray of What Means to be a Leader. His words are absolutely inspiring and the way he explains complex topics is refreshing. Reading this book will not only empower your leadership skills also it will help you understand how real Leaders think.

(2) Harvard Business School Confidential: Secrets of Success

Emily Chan 2009. First time I read this book I was analyzing tons of data and preparing a deck to C-suite for the first time. Whoever works in Consultancy will discover that each of the pages of this book are priceless. Emily explains very clearly in plain english the concepts studied in the prestigious HBS. After reading the whole text I ensure you that there will be a sea change on your career and the way you conceive the business.

(3) The Decision Book: Fifty Models for Strategic Thinking

Mikael Krogerus 2008. This is a reference handbook and his main purpose is to help you in the transition of a change; no matter you are a teacher, a professor, or a top manager. You will be confronted by the questions: How do I take the right decision? How can I change things? How can I work more efficiently? and so on. The models presented will make you THINK and even more, after this manual you will successfully plan almost everything in your life.

(4) Only the Paranoid Survive

Andrew S. Grove 1998. Written more than 20 years ago, his thesis still feels up-to-date. If there is a word to summarize Grove’s life as Intel CEO that would be ‘Inflection’. By following the business principle that everything will change, Andy teach us how to anticipate and to be prepared for any kind of disruption. It is a strong recommendation for everyone in management whether in high-tech or not.

(5) The Machine That Changed the World:
The Story of Lean Production

James P. Womack, Daniel T. Jones, Daniel Roos. 1990. “Machine” is probably one of the most fascinating cases of continuous Improvement in the modern capitalist history. From the groundbreaking Ford’s model of ‘Mass production’, the selective craftman production in Europe to finally the exemplary Efficient process of the Japanese company Toyota. Keep in mind that unlike other books, “Machine” is not a “how-to” manual, is the amazing consolidation of Facts and Stadistics on How Japanese production model revolutionized Automotive business Management.

Best wishes,

Top considerations for your Future SC Software Selection

Top considerations for your Future SC Software Selection

Technology provides capabilities to optimize the operational planning processes of a company. Traditional Supply Chain (SC) software has been widely adopted for a long time, however companies’ No. 1 supply chain priority is to go a step forward on improving its planning capabilities

Given growing SC Complexity and Volatility, it is becoming nearly impossible to revise a complete supply chain without using the latest technology.

Benjamin Nitsche –  SC Volatility Management

Key Functional Capabilities

Let’s imagine that you have a bunch of softwares in scope but it seems impossible to start your comparison.

First of all, focus on how the tools solve complex challenges. Have a look to the following list of key functional capabilities:

  1. Collaboration. External collaboration both with customers and vendors is becoming more common.
  2. Performance Monitoring and Analytics. Includes performance management, business intelligence, alerting, and advanced analytics.
  3. OptimizationBased on a discrete snapshot of reality. Most often applied to inventory and supply planning problems.
  4. Simulation / Scenario Planning. Used to support long-term S&OP or IBP, risk management, SC design, and tactical demand and supply problems.
  5. Scheduling. Resource allocation and operational planning.
  6. Response Management. How quick it reacts to volatility in demand, supply, and product to improve delivery service and operation efficiency.

Choosing a SC Software Vendor

As a good rule, I will recommend you to look for a Suite provider, this means that your vendor must have multifunction product software and your future tool will cover at least four of the functional areas within Supply Chain Planning:

  • Sales & Operations Planning (S&OP)
  • Supply & Replenishment Planning
  • Demand Planning and Forecasting (DP)
  • Vendor Managed Inventory (VMI)
  • Inventory Planning
  • Available to Promise (ATP)
  • Production Planning and Scheduling
  • Distribution Network Planning

Software Evaluation Criteria

In particular for software evaluation you will based your decision-making on the following criteria: Functionality, Technology Alignment, Viability, and Services.

What is more, Total Cost of Ownership (TCO) should be also consider as an important criteria which is separately dealt with using cost benefit analysis.


Responsive planning, Optimization, SC design features, S&OP process maturity, Scheduling , Scenario planning / simulation, Advanced analytics, Scalability and speed, Functional roadmap and User interface.

Don’t infuence your decision in marketing and promises, go to the facts. Make your own analysis and visit the professionals on those companies that are using the current solution (see the vendor credentials) and ask them for their feedback, this is going to give you a real approach.

Technology Alignment

Exception and constraints handling, Integration with ERP, other SCP and legacy systems and Compatibility with custom/legacy systems.

Probably the most critical criteria for your IT department because in the future they will have to create interfaces and adapt all the internal reports and documents that your company is using in order to visualize them in the new tool.


Financial health, Strategic alliances, Availability of support by geography, Total footprint and solution maturity, Market adoption, Vendor direction and Industry specific focus … Not everyone take into account this point but is a very important one.

Nowadays technology companies are involved in many M&A so don’t be surprised that the tool you bought 5 years ago is no longer available and your vendor is not giving you any support because the new company which adquires the rights is not interested at all into maintain it … 

Total Cost of Ownership (TCO)

Total Cost of Ownership considering yearly feeds for all users and Maintenance (very important for future software updates) and support cost.

Finally remember that the real cost of a tool is not going to be only the ammount of zeros that you will pay, always keep in mind future developments and how much are they going to cost you …


To sum up I may say that every project is different, and each client has unique requirements …

Write about your past software experiences and note if there is a bias towards one application over another.

Analyze your environment, especially if your company is focus on one specific software vendor. Establish key project checkpoints … and design a document template in order to do your evaluations of all the points explained before.

Good luck!

How to start investing on Biopharma stocks | Quick Guide

How to start investing on Biopharma stocks | Quick Guide

[This is Part 1 of a series of posts about Investing in Biopharma/BioTech companies]

You have already heard and read comments about it, however you don’t know exactly where to start … we all have had the same feeling.

Biopharma and Biotech companies are not very accessible stocks to follow-up, in comparison with other huge industries which are everyday on the newspapers, such as: Consumer Goods (Nike, Unilever, P&G), Technology (Facebook, Google, Oracle) and so on. On the contrary, these stocks seem to be ‘hidden’ and only available to medical experts or the wall street guys.

Since that’s not true, here are some advises to speed up your searches and leverage your decision-making in order to get the most of your future Biopharma/Biotech investments.

Decide your Approach

First of all, take a view from 20,000 feet and choose your approach based on: (1) Time you’ll dedicate (2) Effort you’re able to commit, and (3) Level of knowledge. Whichever approach you choose, you’ll want to monitor your portfolio to ensure it’s on track with your goals.

Where to get information

As much as data you gather, the fastest you will start visualizing the type of disease and the profile of the pharma where you think it will worth to start investing.

I suggest you to make your own analysis – this part it will take the majority of the time, but believe me that is better than trust on ‘gurus’ and biased Analysts – so, take all the information available in the IR (Investor Relations) website and focus on the key events; News, Official announcements, Board changes… and real numbers, Financial and Incomes statements and Balance sheet.

“Don’t boil the ocean, once you have an idea of the company targets and vision, check the Pipeline and ongoing Clinical Trials, this is gonna be strongly linked to the future Earning Potential”

The most self-explanatory and concise information about the drug development process that I’ve ever seen is available in the Roche Youtube channel: 

Roche drug development process

Last but not least, there are some excellent online-tools where all this info has been collected and you can take advantage of it. A good example is Finviz where the data is shown in a quick and tidy manner.

Detail of Innovate Biopharmaceuticals, Inc. on Finviz.com

Start before you feel ready

 If you’re working on something important, then you’ll never feel ready. A side effect of doing challenging work is that you’re pulled by excitement and pushed by confusion at the same time

James Clear “Atomic habits” 

In order to demonstrate you can break with the above quotation, I recommend you to start right now researching about the following interesting pharma list of Nasdaq Penny Stocks:

 Innovate Biopharmaceuticals, Inc. (INNT), Arrowhead Pharmaceuticals, Inc. (ARWR), ArQule, Inc. (ARQL), Xenon Pharmaceuticals Inc. (XENE), Endocyte, Inc. (ECYT), Madrigal Pharmaceuticals, Inc. (MDGL), InVivo Therapeutics Holdings Corp. (NVIV), OHR Pharmaceutical, Inc. (OHRP), Edge Therapeutics, Inc. (EDGE), Aytu BioScience, Inc. (AYTU), Auris Medical Holding AG (EARS)

Stay Safe Stay Informed

In conclusion, stay tune and try to learn from the experience, below a bunch of useful websites that you will probably need.