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Intelligent support: More than just a hotline

Since its launch more than six years ago, the SupplyOn Support Center has been very popular among users. With more than a million clicks per year, it offers users a comprehensive range of help pages, tutorial videos and individual customer portals. But that's not all - the support portal is constantly evolving and setting new standards in digital support. Groundbreaking technologies for maximum efficiencyThe SupplyOn Support Center uses the latest technologies and intelligent services to resolve support queries faster and more accurately than ever before.✅ AI-powered problem analysis: Artificial intelligence recognizes patterns and analyzes support cases in real-time to provide targeted solutions.✅ Semantic search: Users find relevant answers and solutions in seconds thanks to intelligent algorithms that understand natural language and deliver contextual results.✅ Observability: Our proactive monitoring components analyze user behavior and automatically derive improvements.✅ Proactive notifications: Early warnings alert users to potential problems before they occur, helping to prevent outages.✅ Omnichannel support: Users can get help through a variety of channels, including the AI-powered chatbot, the self-service portal, email, or phone.The next stage of evolution: AI-powered assistance botThe next major milestone is the introduction of an intelligent AI assistance bot. This will be integrated directly into the application and will use linked customer data to provide personalized assistance in real-time. Rather than being reactive, the bot will automatically recognize what help a user needs and proactively suggest solutions.Features of the new AI assistant botAutomatic error detection and correction: The system identifies potential problems at an early stage and offers solutions before the user needs to take actionPersonalized recommendations: Based on previous requests and usage data, AI suggests customized supportSeamless application integration: Users no longer have to switch between different systems-the bot provides help right where it's neededAdvanced speech and text processing: Using state-of-the-art NLP technologies, the bot understands natural language and provides accurate answers in real-timeConclusion: A next-generation support experienceThese innovations make the SupplyOn Support Center one of the most advanced of its kind. It goes far beyond traditional support to provide an intelligent, seamlessly integrated and proactive help experience. Users benefit from faster solutions, intelligent error prevention and unique, personalized support.The future of support is here - and it's smarter than ever!

Industry News

Driving innovation in pharmaceutical supply chains

SupplyOn gained valuable insights from participating in the Pharma Supply Chain & Security World 2025, which took place from March 12–13 at the Hilton London Kensington. This premier event brought together global leaders, innovators, and decision-makers to address challenges and transformative opportunities in pharmaceutical supply chains. The conference emphasized streamlined operations, advanced technologies, and sustainable strategies to build a resilient ecosystem, ensuring efficiency, transparency, and adaptability from manufacturing to distribution.Addressing key business needs in pharma with SupplyOn solutionsDuring the event, SupplyOn engaged with leading pharmaceutical manufacturers, logistics providers, and technology partners to discuss the most pressing industry challenges. Our participation reinforced our commitment to delivering tailored supply chain solutions that address these critical business needs:1. Enhancing data integration and traceabilityMany pharmaceutical companies highlighted difficulties in data transparency and traceability, which are crucial to ensuring compliance and maintaining quality standards. Many companies struggle with fragmented data, inconsistent supplier information, and limited visibility across complex supply networks.This is where SupplyOn comes in by offering precisely what is needed: SupplyOn’s traceability solutions address these issues by enabling seamless quality data collection, structured material certification management, and comprehensive supply chain mapping. By integrating supplier production quality measurements, ensuring compliance with material-level certification requirements, and facilitating N-tier mapping for risk management, SupplyOn provides a robust and transparent framework for data-driven decision-making. This approach allows pharmaceutical companies to streamline compliance, reduce operational risks, and establish a resilient, data-driven supply chain.2. Mitigating supply chain risks and ensuring compliancePharmaceutical companies operate in a highly regulated environment where supply chain disruptions and compliance failures can have severe consequences. Ensuring proactive risk management and rapid incident response is critical to maintaining operational stability and regulatory adherence.SupplyOn can support pharmaceutical companies in strategic risk management and crisis response by providing solutions that enable risk identification at the supplier and product group level, while also facilitating real-time incident tracking at the part number level. This structured approach helps companies anticipate and mitigate potential risks, assess their immediate impact, and implement effective response and recovery measures when disruptions occur. With these capabilities, pharmaceutical companies can enhance supply chain resilience, minimize operational risks, and ensure compliance with industry regulations, ultimately safeguarding business continuity in a highly dynamic environment3. Leveraging AI for supply chain optimizationArtificial Intelligence (AI) emerged as a major area of interest, as companies sought ways to automate repetitive tasks, analyze vast amounts of data in real-time, and enhance decision-making. The discussions highlighted how AI-powered solutions could help reduce operational time and costs, improve forecast accuracy, and eliminate bottlenecks in supply chains. SupplyOn’s AI-driven supply chain management tools can help pharmaceutical companies with its predictive analytics anticipate demand shifts, avoid disruptions, and accelerate time-to-market for critical medicines.A successful event with valuable industry insightsThe Pharma Supply Chain & Security World 2025 provided valuable insights into industry needs and pain points, while also offering a platform for networking and collaboration. SupplyOn’s participation allowed us to connect with key decision-makers and gave us new valuable insights that can drive innovation and efficiency in pharmaceutical supply chains.We look forward to continuing these conversations and supporting the pharmaceutical industry with cutting-edge supply chain solutions that enhance transparency, security, and efficiency across the entire value chain.

SCM Insights

The future of companies is integrated planning: why S&OP and IBP need external data sources

Just recently, I attended the S&OP Summit in Amsterdam – the leading conference on Sales and Operations Planning (S&OP). My aim was to find out about the new possibilities and developments in S&OP and IBP so that I could show SupplyOn customers the added value of integrating planning and execution. Strategic planning has always been at the heart of a successful company. Processes such as S&OP and IBP (Integrated Business Planning) provide a structured framework for this. But despite decades of further development, many companies are still struggling with the same challenges: data silos, a lack of proof of added value and internal resistance. It is particularly striking how little consideration has been given to integrating external data sources into these processes.The importance of S&OP and IBP for companiesS&OP and IBP help to align a company's strategic, operational and financial plans. They are designed to create transparency, make data-based decisions and increase agility in the market. Companies that successfully implement these processes benefit from:More efficient operations through coordination between departmentsBetter forecasts through a unified view of supply and demandHigher resilience to market changes and risksBut the key to truly integrated planning lies not only in internal collaboration, but also in the ability to take external influences into account at an early stage.External data: the missing piece of the puzzleIn an interconnected world, external factors such as market trends, supply chain disruptions, geopolitical events and weather conditions have a significant impact on corporate planning. Companies that integrate external data sources into their S&OP and IBP processes have a clear competitive advantage:Better demand forecasting: Data from suppliers, customers and third-party providers help to predict demand more accuratelyProactive risk management: early warning systems based on external data sources can identify disruptions in the supply chain more quicklyOptimization of the supply chain: real-time data on traffic, inventory levels and production capacities enable more efficient resource allocationData quality as a basic requirementA crucial factor for success is the quality of the data. Companies must ensure that their internal and external data sources:Consistent and alignedReal-time capable or at least available in real timeTransparent and comprehensibleThis requires not only technological investments, but also organizational changes. Teams need to be trained, processes adapted and a data-driven corporate culture fostered.The path to integrated planning of the futureTo realize the full potential of S&OP and IBP, companies should follow these steps:Break down data silos: A central platform for integrating internal and external data is essential.Demonstrate added value: The benefits of integrated planning solutions must be clearly communicated to overcome internal resistance.Prioritize external data: Partnerships with third-party providers, integration of suppliers, e.g. via SupplyOn, and technologies such as AI and machine learning can help to use external data more effectively.Continuous improvement: S&OP and IBP are not static processes. They must be regularly reviewed and adapted to new market conditions.ConclusionThe future of successful S&OP and IBP projects lies in the integration of external data sources, such as those provided by SupplyOn for capacity or risk management. By taking this step early on, companies not only create the basis for better decisions, but also strengthen their competitiveness in an increasingly complex and dynamic world. It is time to fully exploit the potential of data – for truly integrated planning and sustainable success!

Technology

Seamless UI upgrade: experience a smarter, more intuitive Invoicing solution

After two years of intensive work, the time has finally come: SupplyOn Invoicing has been completely redesigned. Since mid-2024, all users have been working on the new user interface. This measure was a decisive step towards user-friendliness and technical modernization. What sets the new interface apart? And what were the key success factors for its successful implementation?A technological milestoneThe new user interface is based on Google Material Design, a modern design system that not only looks good but also sets the highest standards in terms of user-friendliness and performance. This makes Invoicing technologically state of the art and ideally equipped for future requirements. Material Design is now the new SupplyOn standard for a seamless user experience.The highlights of the new interface include:Simplified operation and improved navigation that accelerate work processesFunctional enhancements, such as faster and easier error handlingStep-by-step introduction of AI-based rules, which simplify data entry through automatic pre-fillingHigh-performance loading times, enabling efficient and seamless workThe Path to the perfect solution: users in focusThroughout the project, we actively engaged with users:Conducted numerous user interviews to identify needs and validate improvement suggestionsHosted feedback sessions and Supplier Community Events to continuously optimize the interface and ensure the best possible user experienceThrough this close collaboration, we ensured that the new interface is not only modern in appearance but also meets the real-life demands of daily usage.The Transition: Gradual and SeamlessThe migration to the new user interface was carried out step by step to ensure a smooth and secure transition.Option to switch back: During the rollout phase, users had the ability to switch between the old and new interfaces to familiarize themselves with the changes.Phased rollout: The new interface was rolled out in multiple stages, allowing early identification and resolution of potential challenges. This approach helped maximize the value of the new interface and ensured a seamless transition.The result: enthusiastic user feedbackSince mid-2024, the new user interface has been live – and the feedback has been overwhelmingly positive. Users particularly praise:The clear and modern designThe increased efficiency in daily tasksThe high adaptability of the application to individual needsA look into the futureWith the new interface, SupplyOn Invoicing is well prepared for the coming years. Users can expect regular updates to integrate new functions and features and to further improve the user experience.

SCM Insights

Pack-to-Stock: Pack today, ship later

Packing goods for shipping poses greater challenges for suppliers than might be assumed at first glance. In terms of processes and systems, this step is usually linked to delivery, but this is only the case in reality in a few cases. Many companies pack directly after the manufacturing process or quality control and then store the customer-specific packaged containers until dispatch.SupplyOn has developed the "Pack-to-Stock" module to ensure an end-to-end digital process - and thus support all parties involved in their digitalization strategy. The module decouples the packaging process from the creation of the Advanced Shipping Notification (ASN). Users can pack and label the goods directly after production and later assign the pre-packed materials to an outbound delivery without any additional manual input.Digital twin with all relevant informationThe core of Pack-to-Stock is the ability to all important product-relevant information such as production, expiry and use-by date, batch number, software or hardware revision, etc. before production. Packaging orders can be created with reference to a material number, an order or a delivery call-off. The system supports the transmission of packaging instructions, which are automatically saved in the system. Pack-to-Stock calculates the number of single packs and handling units required based on the planned production quantity and allows the required single pack and HU warehouse labels to be printed directly. It thus forms a digital twin with all relevant information on the goods stored in the warehouse.The module also offers all the important functions for adapting the digital twin to the produced and packaged containers. This means that the fill quantity of individual containers and the structure of the packs can be efficiently adapted to reality at any time. Production faults and quality control results can also be easily mapped in the system.Easy assignment of a deliveryPicking and delivery planning can be carried out as before in merchandise management and the warehouse management system. The creation of the delivery in Supply Chain Collaboration (SCC) also takes place unchanged on the basis of the previous documents (purchase orders or delivery call-offs). What is new is that pre-packed material can be easily assigned to the outbound delivery by scanning the package or handling unit ID. With the assignment, all part-specific information is also automatically transferred to the delivery.The system also supports all forms of mixed scenarios, such as the delivery of pre-packed and non-packed materials and the manual creation of additional handling units. The assignment of pre-packed materials to an outbound delivery prevents duplicate entries or input errors. In particular, the transfer of information already entered before production considerably reduces the time required for delivery and avoids duplicate entries without loss of information. The complete packaging information, both one- and two-stage, is transmitted to the customer and enables easy, fully automatic electronic goods receipt.Inventory made easyPowerful inventory functions make it possible to maintain an overview, scrap entire batches in the event of quality problems or track when which items were delivered.The Pack-to-Stock module offers the flexibility required to adapt the packaging process to internal processes. This allows you to map your customers' requirements in shipping without additional effort and print all the labels required for material identification and shipping.

Technology

Observability: A step towards 100% SLA availability

In today's digital world, high service level agreements (SLAs) are a key competitive advantage. When using internet platforms, customers expect them to operate without interruption. For many businesses, even short downtimes can have serious consequences. Of course, no technology is immune to failure. So 100% availability is a very ambitious goal. A key component in achieving this goal is the implementation of observability as a core principle of system monitoring and optimisation.What is the key success factor of observability for 100% availability?Unlike traditional monitoring systems, monitoring methods are usually "reactive". In the worst case, this means that a failure is only detected when it has already occurred. A comprehensive observability strategy detects potential problems before they cause failures. Teams quickly identify and resolve anomalies in metrics like latency or memory usage.If a problem occurs, observability helps to quickly identify the possible cause. Traces provide precise information about where delays or errors occur, while logs provide the necessary details to analyze the cause. By continuously analyzing system metrics and logs, bottlenecks and vulnerabilities are detected before they affect availability. This means that optimization is proactive. In practice, logging an application is a major challenge. Logging data must be defined and implemented by the application developers together with the operating units, among others. Here, the DevOps concept plays an important role again, which must be implemented “hand in hand” in practice. Observability should therefore be an integral part of the DevOps workflow.Modern IT systems often use microservices that run in both the cloud and on-premises data centers, with different teams managing them based on the application. Observability creates transparency and provides a better understanding of dependencies and potential vulnerabilities in these complex architectures, promoting a culture of continuous optimization.Challenges in implementing observabilityThe most common problems include selecting the right tools for analyzing mass data. Key technologies include APM (application performance monitoring) tools with AI functions developed specifically for observability. Due to the high volumes of data generated by monitoring, it is necessary to use high-performance databases and event bridges to bundle events and provide detailed control over the delivery of messages to different recipients.ConclusionObservability is an indispensable tool for companies striving for the highest availability. It is not a one-off task, but an ongoing process. It enables organisations not only to react to problems when it is too late, but also to counteract them proactively. Teams can overcome potential organizational resistance by clearly communicating the benefits and added value. The investment in observability pays off: it increases the stability and performance of systems, bringing you a decisive step closer to the goal of 100% SLA availability.

Industry News

Bosch Next Generation Transport Management – an award-winning project

The global automotive supplier Bosch has set the goal of realigning its inbound transport management worldwide and making it future-proof. The main reason for this realignment was the enormous savings potential that can be leveraged by a seamlessly integrated inbound transport procurement and transport process.The basis of this future-oriented project, “Next Generation Transport Management”, is the interaction of SupplyOn's Supply-Chain-Collaboration-Solution (SCC) with Eurolog's Transport Management System (TMS): The integration of the two innovative solutions, coupled with professional rollout and project management, were the basis for successful implementation. The decisive factors for success were also the strong management on the customer side and the team's full commitment. The project 2024 has been recognized with the VDA Logistics Award and is therefore one of the flagship projects for the industry.What is the Next Generation Transport Management about?The Next Generation Transport Management project has made a high degree of process complexity in supply chain and transport management more manageable via one central platform. This platform connects thousands of players – production plants, suppliers and logistics service providers – and brings benefits for all parties involved. The most important advantages are massive savings in costs and CO2 emissions. In addition, a 30-40 percent increase in efficiency has been realized in the administrative area through seamless shipment tracking and automated processes in incoming and outgoing goods.These savings have been achieved through a seamless process from the material requisition note to the supplier, through the supplier's transport notification, to Bosch's transport order.The processes in detailThe supplier receives the material demands from Bosch via delivery call-off or single purchase order via SupplyOn. On the basis of such a demand notice, the supplier registers the transport requirement via a so-called forwarder pickup advice, or FPA for short. It is important to note that the supplier merely advises the transport, but does not order it. Bosch itself places the actual transport order in the TMS through the system.The FPA message contains all the information necessary for the transport, typically which material in which quantity, how packed, where and when it should be picked up and sent to where. For certain materials, additional detailed packaging instructions can be stored in the system. These contain, for example, information about packaging units with dimensions and weight, label numbers and much more.Before Bosch actually places the transport order, the FPA data is transferred via an interface to the Eurolog transport management system. The TMS consolidates several FPAs into loads and determines the most cost-effective carrier. The transport is then ordered on this basis.To further optimize the process, the existing solution was further developed during the course of the project and adapted to the specific needs of Bosch. This includes, for example, a cross-system exchange of route information that can be used to automatically determine the best possible transport, taking into account predefined routes. To do this, a logic was developed that takes into account the predefined routes in the SAP system's requirement notification. Based on the information from the material requirements planning in SAP and the route information, Bosch already notifies the supplier of the ideal pick-up and arrival date with the material requirements message.When the supplier enters its transport notification, a check is run in the background to see if the date requested by the supplier is feasible. This automation eliminates the need for manual coordination between Bosch and the supplier. This automated interaction with the SAP system is a real game-changer in transport management and has been implemented here for the first time.Fast rolloutThe system went live in August 2022, triggering the mass rollout. The speed with which Bosch and SupplyOn's rollout team activated the so-called networking links, i.e. the connection of a supplier to a specific Bosch plant via SupplyOn, is impressive. In just 12 months, for example, around 3,500 connections were realized via which more than 15,000 FPA messages are sent per month.Key success factorsA success that has many factors: In addition to the already mentioned strong management on the customer side and a strong commitment of the entire project team to make the project fly despite all the complexity, another success factor, as banal as it may sound, is the quality of the master data: Which supplier is relevant for the new process? Which DUNS number does he have? Who is the right contact person? Which plants does this supplier deliver to? What is the control point ID? Bosch impressively created this basis in just a few months.This project also showed that a TM project is primarily a change management project rather than an IT project. An estimated 90% of the project work is coordination and communication, with a maximum of 10% being coding and configuration. This is an aspect that is often underestimated. Moderating and supporting this change management is one of the strengths that Eurolog and SupplyOn have jointly exploited here in their interaction with their long-standing customer Bosch.

Inside

Vibrant leadership culture: Nadine on leadership development

At SupplyOn, our leadership culture is more than just a concept - it's the key to a working environment that focuses on collaboration, empowerment and personal growth. In an interview with Nadine Conrad, VP People, you will learn how you, as a future employee, can actively contribute from day one and develop your leadership skills.How have our leadership values transformed the work environment at SupplyOn?The introduction of LOVE TO LEAD has already brought about significant changes in our working environment and laid a solid foundation for a forward-looking culture. At SupplyOn, leadership isn't just a task for managers, but a shared responsibility for everyone. Our managers play a crucial role: they lead by example and shape the working atmosphere through their behaviour and decisions. They build trust and encourage all employees to contribute confidently and enthusiastically.That's what's happening now. We are seeing a more dynamic and engaged work environment, where leaders and employees are deeply engaged in our leadership values and actively living them.In recent months, we've seen significant progress in the implementation and planning of our values teams. For example, in the area of self-development, we've launched our leadership development programme, which brings all leaders together on a common journey of personal and professional growth.This includes the development of a comprehensive competency model that will serve as the basis for our training and development programmes. Another highlight is the creation of a learning journey, including a common understanding of SupplyOn's learning philosophy, which is accessible to all employees and promotes their continuous development.The first results show: We're on the right track!A big thank you to everyone who has played an active part in bringing our values to life. It's wonderful to see the positive energy that's already been generated. I'm excited and want to encourage our leaders to continue to drive and take responsibility for this positive development.What are SupplyOn’s medium- and long-term goals with this leadership approach?With LOVE TO LEAD, we are cultivating a leadership culture driven by shared responsibility. Our goals are clear: we want to create a culture that not only responds flexibly and resiliently to future challenges, but also promotes long-term growth, innovation, responsibility and cooperation.We want to increase team engagement by ensuring that every employee actively contributes to and takes responsibility for achieving our business goals. We want to remain an employer of choice, attracting and retaining talent for the long term. To achieve this, we are building a people-centred leadership culture that promotes both professional and personal development.We are also preparing SupplyOn for growth and scalability by decentralising decision-making processes and optimising structures. As role models, our leaders create an environment in which our values are lived and everyone can realise their full potential.How can employees actively contribute to the development of the leadership culture?Our employees are at the heart of developing our leadership culture. They contribute by embodying the principles of LOVE TO LEAD in their daily work and by thinking beyond their specific responsibilities. They also contribute by actively participating in our feedback processes, which are essential to improving the way we work.Leaders support this process by encouraging their teams to engage and take ownership. Through open dialogue and the encouragement of ideas, we are building a culture of growth together. This active involvement of both employees and leaders is key to developing our leadership values.How does SupplyOn support employees in developing their leadership skills?At SupplyOn, we see leadership as an ongoing journey that we actively support by coaching and developing our employees and managers. Our learning philosophy is based on the principle of lifelong learning and the belief that each of us has the potential to grow and develop.Our development programmes are designed to support both professional and personal growth, and are closely aligned with our leadership values.A good example of this is our comprehensive leadership development programme. These learning journeys are more than just traditional training - they are focused development paths designed to continuously strengthen leadership skills at all levels.Regular feedback and development discussions accompany this process, giving employees the opportunity to recognise their leadership strengths and take targeted action to develop them.What can applicants expect from the leadership culture at SupplyOn?At SupplyOn, you can expect a people-centerd leadership culture grounded in clear values and principles. Collaboration is at the core, along with taking ownership at work, feedback, and continuous development. Leadership here isn't about hierarchy, it's about giving everyone the opportunity to take responsibility.From day one, you'll have the chance to take responsibility and actively shape SupplyOn. We create an environment that encourages you to share your ideas and bring them to life - all within a culture of openness and mutual respect.We also offer a wide range of learning and personal development opportunities to help you develop your leadership skills and meet the challenges of the future. If you resonate with our leadership culture and are ready to take on responsibility, check out our current job openings – we look forward to meeting you!

Industry News

Predictive delivery date: AI predicts production completion and delivery time

Production processes can be severely disrupted when it is only discovered on the scheduled delivery date that the ordered production material will not arrive on time. Since this material often travels through long and complex supply chains consisting of many planning, ordering, production, and delivery processes, bottlenecks are not uncommon in practice. The problem is exacerbated by the fact that modern manufacturing plants often have very low inventory levels, meaning that materials are delivered just prior to production.It is therefore particularly important that production and material planners are informed as early as possible of any potential delivery problems. Only then can timely action be taken, such as ordering a replacement or rescheduling production.Shortly before delivery, the goods are in transit. During this time, the carrier closely tracks and monitors the status of the shipment. However, modern transportation times can be very short, and notification of delivery delays often comes too late to take countermeasures.Insight into supplier productionThe solution is to identify discrepancies in production planning and production at the supplier long before transportation. SupplyOn automatically collects a wide range of standardized production data from the supplier. This makes it possible to track which production quantities are in the planning phase and which are actually in production. The transmitted data also makes it possible to monitor production progress and determine which specific production step the order is in. This provides visibility down to the sub-assemblies and raw materials used.The power of our production-to-supply solution is that quantities in production can be mapped directly to buyer requirements. This provides immediate visibility into which requirements are already scheduled with the supplier or are already in production. By constantly monitoring the progress of work, the AI-powered system automatically learns normal production lead times and also recognizes when current production is slower than usual.Using AI to spot variances before they become a problemA complex, continuously learning predictive model based on historical monitoring data calculates an estimated completion date, taking into account recently observed production times and current work progress. This makes it possible to estimate, either during production or before production begins, whether the manufactured goods will be ready for shipment and whether the desired delivery date can be met.The highly AI-driven system generates early warnings for various situations:The planned production quantity is too lowThe planned production start is too lateThe quantity in production is insufficient to meet the upcoming demandThe production start is too late or will be delayed to meet the delivery dateBased on the forecast of the current production time, it is also possible to determine when the production for the upcoming demand has to start in order to avoid delivery delays. The system also records the difference between the quantity produced and the quantity delivered. This can be used to determine the percentage of scrap and to calculate a recommended production quantity in addition to the recommended start of production.In addition to clear graphical and tabular displays, the predicted delivery date, recommended production start and recommended production quantity can be sent directly to the customer's ERP system. This means that the AI system's calculations are available to the customer at the line item level.Optimized planning at both ends of the supply chainBy combining demand and production data and performing intelligent calculations, the system provides valuable insights to both the purchasing and supply sides, enabling both to improve their planning processes. This increases the likelihood that production will start on time and in sufficient quantity.Production delays are automatically detected and alerts are generated, providing insight into exactly where production is stuck. This allows for timely and targeted adjustments

SCM Insights

S&OP and IBP: two industry trends?

Sales and operations planning (S&OP) has come a long way since its origins in the 1970s as a production planning tool. Today, as supply chain technology advances, S&OP is evolving into a more integrated approach. By expanding into areas like product management, demand planning, capacity management, finance, and corporate strategy, S&OP has transformed into what we now call Integrated Business Planning, or IBP. IBP provides a strategic view of the supply chain that integrates business planning and forecasting with corporate goals in a single model, extending the previous S&OP that was limited to individual silos.As with all planning tools, the results achieved with IBP are highly dependent on the quality of the data. The use of digital technologies and data analytics is critical to better predict demand and optimize production planning. Modern demand forecasting systems help companies respond more flexibly to market changes. Digital twins and AI-based tools are used to simulate complex supply chains and predict potential disruptions. GenAI models are helpful for the big picture, while specialized AI models and machine learning (ML) provide more accurate results than previous technologies.However, all analytics are based on data—and the more accurate and comprehensive the data, the better the planning results. So, if you are wondering how you can improve your supply chain planning system to create more value for your customers and more profitability for your business, take a step back and ask yourself the following questions:What do individual leaders in the organization want to achieve?What does their data tell them?What is the quality of the data?What conclusions can be drawn from the analysis results?In the area of data and data quality, SupplyOn offers two tools that can be used to improve data quality: Capacity Management and Traceability.In the case of capacity management, the available capacities at the supplier are queried in various time frames on the basis of the customer's delivery call-off data. Providing qualified capacity data to IBP enables more accurate planning. Combined with data from internal systems, this results in more accurate demand planning—and a very detailed picture of supply chain reliability.SupplyOn's traceability system also requests data such as quality information, which, when integrated into the IBP, provides a more accurate plan of availability and possible quality deficits. This allows the plan to be adjusted or countermeasures to be taken in good time.A number of customers have already taken this into account when considering the introduction of an IBP system and have implemented a connection to SupplyOn with very positive results. We would be happy to provide you with more detailed information on the integration and benefits of SupplyOn solutions in your planning environment.

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