The Takeaways from aim10x Dallas 2024

On September 27th, 2024, aim10x Dallas brought together over 150 senior supply chain and IT leaders to explore the latest innovations in supply chain management and digital transformation in the north Texas metropolis. Sponsored by Accenture, Microsoft, Deloitte, EY, NTT Data, McKinsey, Capgemini, PwC, Genpact, and Thoucentric, the event gathered executives from global enterprises like PepsiCo, Google, Resideo, and Urban Outfitters to share insights on how their organizations leverage data, AI, and advanced planning capabilities to increase the speed and quality of their planning and decision-making at scale.

1. o9 and The Imperative of Digital Transformation

What makes a successful digital planning transformation, and how can we get there?

A turbulent market has become the norm. From fluctuating demand levels to increasing supply chain complexity, organizations are realizing that intuition-based planning and decision-making are no longer sufficient.

In response, many enterprises are embracing a digital operating model to enable data-driven decisions. However, the path to digital transformation success is often far from straightforward. Challenges such as measuring outcomes or ensuring teams develop trust in and adopt the new digital capabilities and processes are just the beginning of the digital transformation journey. 

He also highlighted o9’s dynamic scenario planning capabilities, a tool that enables businesses to simulate “what-if” strategies in real-time, helping them remain proactively agile in an uncertain market. Another key initiative was the launch of “Go & Sees,” an on-site event co-hosted with clients that was designed to gather direct feedback and ensure that o9’s platform continues to deliver value.

Building on the theme of user feedback, Lizzie Lee, Vice President of Solutions Consulting at o9, took the stage to demonstrate the latest upgrades to the o9 platform’s user interface (UI). With a focus on user experience, Lizzie showcased the platform’s cleaner, more minimalistic design optimized for better navigation and decision-making. She explained how these improvements were designed to enhance user adoption, streamline workflows, and ultimately boost productivity across all levels of the organization.

2. Identifying Complexity Drivers

Every year, complexity leads to hundreds of millions of dollars in value leakage for large enterprises across industries. As consumer demands shift and supply chains become more intricate, retail, apparel, and footwear companies, in particular, must contend with inefficiencies and misaligned processes that hinder profitability. In response to this challenge, retailers are adopting advanced digital solutions to streamline their planning and decision-making processes.

Glenn Pascrell, EVP of Merchandise Planning & Allocation at Citizen Watch, and Jay Caudill, VP of Merchandise Planning at Big Lots, discussed how their organizations are addressing the growing complexity of their retail supply chains. Moderated by Aamer Rehman, Managing Director of Supply Chain & Network Operations at Deloitte, the session highlighted the significant financial losses that can occur due to disconnected planning processes.

Glenn highlighted the root cause of the issue, explaining, “Complexity is costly” and how inefficiencies tend to proliferate as businesses grow. Siloed planning—where merchandising, supply chain, and sourcing departments operate independently and, at times, at odds with one another—further compounds the problem, creating value leakage that directly affects profitability and customer satisfaction.

Solving this challenge requires a holistic approach, Jay observed. “This is a company problem, not a single silo problem,” he explained, emphasizing the importance of aligning all stakeholders. Companies must clearly define the core issue to advance and develop a value statement that resonates with leadership. “Identify the problem and talk about the value statement,” he continued, illustrating how transparency helps shift executive mindsets and secure the necessary support.

Citizen Watch’s experience serves as a case study for overcoming complexity. After adopting a unified multi-brand model in 2020, Glenn shared how this transition revealed previously hidden opportunities. “Our new model exposed opportunities that were hidden when we operated in silos,” he noted. Partnering with o9 Solutions, Citizen Watch focused on addressing key value leakage drivers like inventory strategies. Collaboration became essential, as aligning teams reduced misalignment and ensured company-wide outcomes rather than individual incentives measured success.

Momentum is crucial, Jay pointed out, noting that once executive buy-in is secured, the transformation process becomes smoother. “You have to get the ball rolling,” he said, underscoring the importance of maintaining focus and alignment throughout the transformation journey. Glenn echoed this sentiment, adding that “a clear multi-year vision prevents value dilution as new challenges arise.” To ensure long-term success, companies must reward individuals for results that benefit the organization.

“How do we make sure individuals are being compensated for results that benefit the company as a whole?”

3. Building a Strong Value Case

Choosing the right battles is the first step in building a compelling case for change.

Kubota, a leader in global agricultural machinery manufacturing known for its tractors, construction equipment, and engines, has held firmly to this principle digitalization journey to ensure efficiency and agility throughout its global supply chain. One key element of the transformation was building a strong value case that could link operational complexity to measurable business outcomes, which Andrew Duyvejonck, Associate Director of Supply Chain Operations at Kubota, addressed during his session.

Andrew stressed the critical role of executive buy-in in the success of any transformation initiative. He highlighted this challenge by explaining that transformation leaders must link complexity drivers directly to their bottom-line impact. “Set out to solve the right problem you can’t get your arms around on your end,” he advised, emphasizing the importance of selecting the right priorities early in the process.

One of Andrew’s key messages was the importance of selecting the right partners for long-term success. “Do your homework—you might be partnering with one of these vendors for 20-30 years,” he cautioned, comparing the relationship to a nuptial arrangement. “It’s a marriage; we disagree and argue, but ultimately, we find a path forward.” According to Andrew, thorough vetting is key, as many vendors may promise solutions but offer little transparency on delivery. “A lot of them can tell you that they can solve your problem, but most can’t.”

Kubota’s partnership with o9 provided a concrete example of the benefits of proper collaboration. “o9 didn’t just talk about how they would solve the problem; they showed us,” Andrew explained. This hands-on approach helped build trust, allowing Kubota to gain stakeholder buy-in and demonstrate the platform’s tangible results. Reflecting on the partnership, Andrew affirmed, “We have no buyer’s remorse.”

Another key takeaway from Andrew’s presentation was the value of simplicity and accuracy when driving transformation. “Fight the need to be complex: you can solve your problem with simplicity and accuracy,” he advised, urging companies to resist overcomplicating processes. Equally important is allowing time for people to adjust to change. “You’d be surprised how well people take change when they have time to plan for it,” Andrew said.

Looking ahead, Andrew discussed Kubota’s future vision for its dealer network, highlighting how the company’s transformation would enhance customer-facing operations. “Our dealers should have a drastically different experience post-o9 than they’ve had for the past five years,” he said, noting the improvements that would streamline operations and deliver better outcomes for dealers and customers alike: “Because when you succeed, we all succeed.”

4. Drivers for a Successful Transformation

“Everybody has a plan until you get hit in the face.”

Arthur Soroka, Managing Director of Global Supply Chain & Operations Practice at Accenture, began his session quoting Mike Tyson to illustrate how even the best-laid digital planning transformation plans face unexpected challenges. 

What frameworks can organizations implement to counter the inevitable haymakers the journey throws at them? To Arthur, clarity of vision, adaptability, and strategic execution are key success drivers. To guide companies through this complexity, Arthur emphasized the importance of having a clear “North Star” vision—a guiding principle that ensures every decision aligns with the organization’s long-term goals.

“What is the true journey of where you want to be?” Arthur asked the audience, urging businesses to outline this vision early in the transformation process. The North Star, he explained, provides a roadmap that leaders can follow to ensure every stage of their digital journey is aligned with future growth. To make this vision a reality, Arthur pointed to six critical areas companies need to focus on.

1. The right platform. Arthur stressed that organizations need a platform that can grow and evolve with their needs. “I want the platform to learn from itself,” he said, highlighting the importance of intelligent systems that can adapt over time.
2. Data foundation. Data accuracy and accessibility are vital. “[You have] got to have ownership of the data,” Arthur explained, noting that without a strong data foundation, even the most advanced technology solutions will fall short. “We always talk about the data—it is always the hardest part.”
3. Human-machine collaboration. Automation should be used to handle routine tasks, freeing employees to focus on strategic roles. “We want to be building rules ahead of the problem to be solved,” Arthur said. However, this shift also requires the development of new skills. “We need new skills, new roles to be built,” he noted.
4. Cloud-centric architecture. Future-proof cloud architecture is essential for scalability. “ERP is just another app,” Arthur observed, underscoring the shift to cloud-based systems for flexibility. “We need to use the power of the cloud.”
5. Total cost of ownership. Companies must evaluate the long-term costs of transformation, balancing short-term investments with long-term value. “You will plan for a cost, but if you do not plan for it, then you need to plan for something else,” Arthur warned, highlighting the need for financial flexibility.
6. North Star vision. A clearly defined North Star vision is the foundation of every successful transformation. This vision serves as a guide for all decisions and ensures alignment with long-term business goals. “If we understand the prioritized journey, then we have a vision,” Arthur noted.

Arthur closed his session with a strong call to action: “Have a good plan, execute it violently, and do it today,” quoting General Douglas MacArthur. His message was clear—successful digital transformation depends on having a well-defined vision, focusing on the right priorities, and staying adaptable in the face of change.

5. Securing Executive Buy-in: Minerva Panel

Securing executive buy-in can be the deciding factor between a successful digital transformation and a stalled endeavor.

How can organizations ensure leadership is fully on board with the changes necessary for long-term success? This question was at the heart of an executive panel among members of the Minerva initiative.

Minerva, launched by o9, is a professional community committed to advancing gender inclusivity in supply chain and technology leadership. Named after the Roman goddess of wisdom and strategy, Minerva offers a platform where leaders share experiences and provide guidance on overcoming key challenges, such as gender disparity and access to mentorship.

Cheryl Capps, Corporate Board Director and former CSCO at Corning Inc., set the tone of the discussion by emphasizing that clear alignment and communication are essential to gaining leadership support. “To get buy-in, there has to be a clear path,” she stated.

The conversation turned to how a volatile business environment challenges transparency, and Subhadra Shankar, Managing Director of Supply Chain & Operations at Accenture, emphasized the need for agility. “If we look at the world and market around it, it’s super volatile,” she pointed out, stressing that leaders must rely on real-time data to stay ahead. “Leaders cannot afford to have strategies [that are] not in real time,” she added, reinforcing the need for adaptability in today’s market.

Navigating such volatility requires focus. Rhondia Turano, Former Chief Procurement Officer at 3M, used a metaphor to remind leaders to stay grounded. “Do not lose sight of why you’re getting on the treadmill,” she cautioned, explaining how companies can become sidetracked by individual KPIs and lose sight of broader goals. Clarity of purpose and alignment with stakeholders, she noted, are critical. “The reality is that it is really about listening, and people will follow when you try to add value.”

Another key point raised was ensuring that technology strategies align with business goals. “It’s understanding the key KPIs and metrics,” explained Jen Lee, General Manager ATU, Enterprise Sales – Retail & Consumer Goods at Microsoft, who argued that setting clear priorities ensures successful outcomes. She also touched on the role of empathy in leadership, acknowledging that “everyone has imposter syndrome,” but leaders who show empathy foster stronger connections and a more inclusive environment for driving transformation.

Returning to the theme of diversity, Subhadra reflected on the role of inclusive teams in gaining executive buy-in. “We talk about diversity, inclusion... I have been blessed with an ecosystem of colleagues and mentors,” she shared, urging leaders to recognize and leverage the strengths of their teams. “Be aware of your individual strengths and that of the team around you. Collectively, you become a successful organization,” she concluded, underscoring the power of collaboration.

The session ended with Rhondia encouraging the audience to embrace Minerva’s mission of fostering wisdom, strategy, and mentorship. “Look up Minerva and what it means. It’s amazing,” she urged. Cheryl then closed the conversation by reminding the audience that successful transformation demands empathy, vision, and a compelling narrative: “Building that case for change becomes a storyline and requires a great storyteller.”

6. Overcoming the Resistance to Change

While securing executive buy-in can decide the fate of a digital transformation journey, resistance to change can derail even the most well-planned digitalization initiatives.

For companies navigating complex global environments, overcoming this resistance is critical to success: the challenge lies in implementing new systems and ensuring widespread adoption and acceptance across the organization. How can organizations scale the right behaviors and culture required for making the leap to digital? 

Roma Zhu, Google Hardware’s Head of Central Planning & Analytics, tackled this issue head-on in a keynote session, offering strategies to promote a culture of shared accountability, empathy, and recognition. At the core of overcoming resistance is building a sense of shared ownership. Roma highlighted the common pitfall of system-led implementations where planners and teams are often left behind. “Implementations are [generally] very system-led, and the planners are dragged along,” she observed, stressing that a shift in mindset is essential. Success, she argued, comes from ensuring that everyone involved shares responsibility for the transformation. “What is key at the onset of an implementation is a shared accountability mindset. There needs to be a mutual understanding that we are doing this together.”

Collaboration across departments is equally vital. When challenges arise, teams must work together to move forward instead of assigning blame. “How do you take your learnings and continue to move forward together? Avoid finger-pointing; no one wants this to fail,” Roma said, emphasizing that collective effort is the key to overcoming obstacles. Ensuring representation from various subteams and business users is another crucial factor in effective cross-departmental collaboration. “Your system is only as good as your process,” she explained, pointing out that projects risk losing valuable insight and buy-in if critical stakeholders are not involved throughout.

Driving adoption at scale requires the active participation of “super users,” or internal champions who can help bridge the gap between project teams and the broader organization. “These users are your moles within the business; they will ultimately bring insights back to direct users,” Roma noted. By involving these users early in the process, companies can foster stronger engagement and more effective decision-making, which leads to greater buy-in and smoother adoption.

Empathy plays a critical role in overcoming resistance. Roma stressed that understanding and addressing users’ concerns is essential to gaining support. “Leading with empathy is so important. Communicating back what you’ve heard and how you will solve it is critical,” she said, noting that users must feel heard and acknowledged throughout the transformation process. Recognition also plays a significant role in sustaining engagement. “Recognition [of users] is often taken for granted,” Roma observed, suggesting that even simple gestures such as awards or bonuses can go a long way in motivating users, especially when balancing full-time roles with the additional demands of a transformation.

She emphasized how the true measure of success lies in adoption: organizations must evaluate success not just by the system’s implementation but by how well it is adopted and embraced by users. “You must be user-centric with success metrics,” by capturing a baseline of user sentiment before and after implementation, companies can better measure the new system’s effectiveness.

Quoting planners who had fully adopted the system and experienced its benefits firsthand, she shared an anecdotal account of the o9 platform: “After o9, I could never go back to spreadsheets.”

7. Driving Effective Implementation Alternative: Moving from an Unconstrained to a Constrained Environment

One of the most significant challenges companies face during a supply chain transformation is successfully transitioning from an unconstrained to a constrained planning environment.

From addressing non-standard processes to ensuring user adoption and maintaining data quality, these complexities can derail progress without the right strategy. Resideo, a global leader in connected home solutions, faced these hurdles and turned to o9 to help them navigate this critical shift.

Resideo’s supply chain suffered long lead times, component dependencies, and a lack of visibility into constraints, significantly impacting operations. “We encountered several critical business challenges coupled with many supply chain complexities, and we’re looking for a system to resolve those challenges,” explained Travis Houck, Senior Director of Global Supply Planning at Resideo, highlighting the need for a new approach.

After a thorough evaluation, Resideo selected o9 to tackle these challenges. “We had a thorough selection cycle, evaluated many systems and tools, and ultimately selected o9,” Travis shared. The partnership started with a phased approach, beginning with Demand Planning to build early momentum. “We started with the Demand Planning to get an early win and to fuel the program, our partnership with o9,” he added.

However, the blueprinting phase turned out to be the most critical part of the journey. Defining what Resideo truly needed was crucial for a successful implementation. “The most important—and longest—part of our implementation was the blueprinting phase, where we hashed out exactly what we wanted and needed,” Travis explained. Collaboration with o9 proved essential in achieving a smooth transition. “The o9 team was right there with us during the go-live phase and walked us through the day-in-the-life stories.” Travis highlighted how this hands-on support helped Resideo address potential issues early and enabled a seamless implementation.

“What-if” scenario planning is a critical component in Resideo’s decision-making process. “When we have an initiative, we can easily understand how we can support these initiatives and understand the supply supportability,” Travis shared, illustrating how this capability helped Resideo navigate supply chain complexities confidently.

Transformation, however, had its challenges. Travis emphasized the importance of taking a deliberate, measured approach. “Doing it slow and doing it right was very important,” he said, reflecting on the need for leadership buy-in and careful planning. “Leadership commitment, backing us, understanding the value was a big deal,” he continued, noting how critical executive support was to the success of the transformation.

By the end of the project, Resideo had achieved impressive results. “Customer delivery and customer past dues are at record lows, and inventory levels have dropped,” Travis concluded, underscoring the tangible outcomes of Resideo’s shift to a constrained planning environment.

8. Implementation Learnings and Key Drivers for a Successful Transformation

Hewlett Packard Enterprise's (HPE) Configure-to-Order business is highly complex. Ninety percent of order configurations are new, making demand forecasting extremely challenging due to a lack of sales history. This complexity leads to significant value leakage due to lost sales. The root cause lies in the lack of connectivity between HPE's commercial and supply chain teams.

Brian Louis, Senior Director of the Global Supply Chain Center of Excellence at HPE, shared how they are overcoming these challenges by leveraging the o9 platform to integrate commercial data from Salesforce and applying advanced analytics to improve demand forecasting and decision-making.

“The best source is deal information from Salesforce. Being able to apply algorithms and analytics on deals and deal-to-order conversion is a big deal,” Brian explained. “Then, we can assess supply supportability for deals so that commercial functions and supply are much better integrated, and we can make much faster decisions.”

Managing 200,000 multi-level Bills of Materials (BOMs) adds another layer of complexity. Brian emphasized the importance of visualizing these BOMs and gaining accurate visibility into the supply chain. “Visualizing the BOMs, understanding how it all flows through the supply chain, and having accurate visibility has proven to be a win.”

Although HPE has seen strong returns on its investment, the journey is far from over. “Currently, our numbers look great in terms of ROI post-o9 implementation, but we have a long journey ahead,” Brian acknowledged. Looking to the future, HPE plans to incorporate generative AI (GenAI) to enhance user adoption. “We are partnering with o9 on the Large Language Model (LLM), partnering with o9 to see how we can utilize these capabilities to increase user adoption,” he shared.

In the end, HPE’s success came down to leadership support, communication, and focusing on user-driven outcomes. “Successful transformations come down to people,” Brian concluded. Reinforcing the idea that long-term success depends on user satisfaction and engagement, he added: “We have been live with o9 for a year now, and saying simplistically, o9 users are happy.”

9. The Power of a Product-Centric Approach to Transformation

Operating in 200 countries and territories worldwide, PepsiCo inherently faces planning complexity due to diverse market requirements, cultures, and unique needs. A key question behind their digital transformation journey was: how can we maintain global consistency while remaining agile enough to adapt to local market conditions?

This complex balancing act requires a finely-tuned strategy, as Srikanth Bollavaram, Global Senior Director of Product Strategy & Engineering, and Byron Johnson, Global Change Lead for Integrated Business Planning (IBP), explained during their session.

“We go to market differently. All these things create nuances on how we make this successful,” Byron noted, underscoring the complexity of operating on such a large scale. PepsiCo’s approach revolves around a unified global design process that allows each market to operate within a cohesive framework while tailoring it to meet local needs. “We’re active in 200 markets, and each has its requirements, cultures, and unique needs. We have put together a global design process and approach that all these markets can adopt,” Byron shared. This design has already been implemented in markets such as Spain, Portugal, and Turkey, with further rollouts planned in the U.S., France, Benelux, and LATAM.

However, even the best plans can face unexpected disruptions. Byron shared an example from Turkey, where inflation and an earthquake caused significant operational challenges. “They were loading trucks and sending them to customers, but by the time the trucks arrived, inflation had rendered the store’s credit invalid,” he recounted. PepsiCo’s ability to quickly adjust to these unforeseen events was key. “We reached out to the market to solve this problem,” Srikanth added, highlighting PepsiCo’s agility in maintaining operational flow despite the obstacles.

To stay ahead of such challenges, PepsiCo relies on advanced tools like o9 for scenario planning. “We run ‘what-if’ scenarios on o9 and can even assess the sustainability impact of these scenarios,” Srikanth revealed, illustrating how technology helps PepsiCo anticipate various outcomes and make informed decisions.

Central to PepsiCo’s strategy is its dual focus on planning and product excellence. “Two key teams are needed: One is the planning side, and one is the product side,” Srikanth explained, highlighting how the company balances efficient planning with the ability to adapt its product offerings to meet market demands. This approach helps each market understand its role within PepsiCo’s broader global strategy. “We have to explain the bike, show them what it can do… then the markets can commit to what their value levers are,” Byron added, describing how PepsiCo aligns local teams with the company’s global objectives.

“We are one team driving towards one plan,” Byron concluded, underscoring the importance of PepsiCo’s product-centric mindset. This unified approach enables the company to maintain the delicate balance between global scale and local agility.

10. Leveraging a Center of Excellence with a Product Mindset for Continuous Improvement

Experiencing growth comes with the inherent challenge of managing it. Since 2019, Premier Nutrition has registered a 20% compound annual growth rate and has been looking to scale operations efficiently to prevent value leakage.

To optimize their planning processes, they implemented a Center of Excellence (CoE), which became the backbone of its continuous improvement and transformation strategy.

The transformation began with Premier Nutrition’s Catapult Transformation Program, focusing on supply and demand planning. The CoE was established six months before go-live to embed operational excellence from the outset. “Everyone should be doing continuous improvement,” said Tracy Lee, Associate Director of Operational Excellence, describing the CoE as the driver of process refinement and a culture of optimization. “Need my team to focus on people and process, not technology or tools,” she added, emphasizing the importance of prioritizing human-centered strategies.

Looking ahead, Premier Nutrition will continue stabilizing its systems and expanding the CoE’s capabilities in 2025. The company plans to explore advanced planning technologies such as machine learning, material management, and multi-echelon inventory optimization (MEIO), with the CoE playing a critical role in these initiatives.

11. Value Realization and KPI Tracking

Acuity Brands, a leader in lighting, controls, and building management, needed to address value leakage resulting from disconnected business planning processes and inefficient resource utilization. What value has the company unlocked so far, and how is it tracking it? Acuity has adopted the o9 platform for demand and supply planning, which has already delivered tangible benefits. “Out of the box, o9 is better than our legacy system,” Matthew noted, citing a 5% improvement in mix accuracy within Acuity’s commercial and industrial channels. These gains had a direct impact on inventory management, but as Matthew emphasized, “Value identified is not value realized,” and proving the ongoing value of these initiatives remains critical.

Acuity developed a framework that connects its technology investments to long-term business value, focusing on key operational metrics such as error percentage, plan bias, and mix accuracy. “Technology becomes an enabler to tie these to long-term business value,” Matthew explained. By tracking improvements in these areas, the company ensures that operational advancements translate into financial results. “Mix accuracy—that is where the money is, at least for us,” he added, pointing out how tightly operational KPIs are linked to profitability.

Scalability is another critical aspect of Acuity’s approach. “Make good decisions long term—think scalability,” Matthew advised, stressing the importance of building a transformation that can evolve with the business as it grows. Governance also plays a key role in sustaining value. “To avoid corporate amnesia, you need to keep the investment thesis alive,” Matthew said, emphasizing that the excitement of early success can fade if value isn’t continuously demonstrated.

Ultimately, all of these operational improvements must lead back to financial outcomes. “It has to flow back to your financial statement to show the value realization,” Matthew concluded.

12. Building Your Future-Proof Roadmap

When URBN,  the parent company of brands such as Urban Outfitters, Anthropologie, and Free People, started the expansion that would bring it from a $3.5 billion business in 2017 to a $5 billion company today, it faced the challenge of improving its processes to keep up with this growth.

“Growth is a good problem to have, yet highlights many problems when looking at implementations,” said Jess Loreaux, Director of Merchandising IT at URBN. However, as the company grew, its legacy systems proved too rigid, causing teams to fall back on manual processes like spreadsheets. “With growth comes the realization of the rigidity of legacy systems,” Jess noted. To overcome this, URBN sought a partner with whom they could evolve. “We looked for a partner that not only provided the latest technologies but also would grow and evolve with us as a brand,” Jess explained, pointing to o9’s flexibility in helping the company tailor processes to its specific needs.

Innovation is at the core of URBN’s strategy. “What is clear throughout the day is that we are all here because we have a great enthusiasm for innovation,” remarked Meredith Bonner, Director of Planning & Allocation at Free People. She emphasized the need to balance technology with human expertise. “How are we leveraging the tools we have effectively, as well as leveraging our team members that are engaged in the business every day?” Meredith asked, highlighting the importance of creating meaningful context from data. “What tools can we use to create context for all the data we have?” she continued, stressing that technology should enhance, not replace, human efforts.

The leadership team at URBN is confident that o9 will help the company stay competitive in a fast-changing retail landscape. “As the business evolves, we are extremely excited to partner with o9 to enable faster decision-making across our brands,” concluded Rachel.

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