Stijn-Pieter van Houten

Stijn-Pieter van Houten

Den Haag, Zuid-Holland, Nederland
4K volgers Meer dan 500 connecties

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With over 20 years of experience in supply chain management, strategy, and operations…

Artikelen van Stijn-Pieter

  • Future of Food Ready Supply Chains
    22 okt. 2020

    Future of Food Ready Supply Chains

    Our food value chain depends on interconnected actors: farmers, processors, distributors, retailers, and consumers…

    2 commentaren

Activiteit

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Ervaring

  • o9 Solutions, Inc. grafisch

    o9 Solutions, Inc.

    Amsterdam Area

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    Amsterdam Area

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    Amsterdam, North Holland, Netherlands

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    Amsterdam Area, Netherlands

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    London, Greater London, United Kingdom

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    amsterdam area, netherlands

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    Amsterdam Area, Netherlands

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Opleiding

  • TU Delft grafisch

    Technische Universiteit Delft / Delft University of Technology

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    Core focus during his Ph.D. research was on developing software for the development and usage of mathematical and computer simulation models for supporting strategic, tactical and operational decision making in the field of (global) supply chains.

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    High Performing Supply Chains

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    Activiteiten en verenigingen:During his stay at Delft, Stijn-Pieter was a member of the board of several student committees.

    Master's thesis titled: An Architecture for Internet-Mediated Simulation Games.

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    Executive Leadership program focused on leading as a change maker using new operating logics for companies and complex negotiation skills.

Licenties en certificaten

Publicaties

  • 5 megatrends disrupting supply chain planning - Future of Plan Series - Part 1

    Deloitte

    In 10 years’ time, planning will be a whole different ballgame. Now is the time to start preparing – in terms of technology, talent, and organisation. The COVID-19 pandemic could in fact be the turning point, if you want your company to quickly respond, recover and thrive in the post-crisis era. In a series of 4 articles, we will share our views on the future of planning. In this article we discuss the 5 megatrends that are already - or soon will be - impacting your supply chain.

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  • Unlocking end-to-end digital fulfillment

    Deloitte Insights

    Customers now expect more from their purchase experience. Exceeding these expectations could require an agile supply value chain -- one made possible through digital supply networks.

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  • Improving the effectiveness of the CPG supply chain - From one size fits all to customer centric

    Deloitte

    Do you want to fulfil the increase demand for all your consumer expectations? Increasing your efficiency and meet the demands long before the orders. Start your journey to a customer centric supply chain here.

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  • NextGen IBP for Consumer Goods companies

    Deloitte

    A well-implemented IBP process is a key component for any organization to meet customer demand, remain competitive and flexible, and streamline operation accordingly. Implementing IBP in-line with leading practice and preparing organizations for the Next Generation of IBP is far from straightforward. To assist current and potential clients with this, we have developed the latest piece of eminence “Maintaining your competitive edge in the future; A practical guide to NextGen IBP for Consumer…

    A well-implemented IBP process is a key component for any organization to meet customer demand, remain competitive and flexible, and streamline operation accordingly. Implementing IBP in-line with leading practice and preparing organizations for the Next Generation of IBP is far from straightforward. To assist current and potential clients with this, we have developed the latest piece of eminence “Maintaining your competitive edge in the future; A practical guide to NextGen IBP for Consumer Products companies.

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  • Live Supply Chain Visibility : From Hindsight to Foresights

    Deloitte

    The Consumer Packaged Goods (CPG) industry is evolving rapidly. Consumers expect more choice, faster delivery and lower prices, based on technology that enables them to shop wherever and whenever they want to. Also, stakeholders – from consumers to legislators – require more transparency into e.g. working conditions and environmental impact. CPG companies must be able to have full visibility and respond immediately to anything that might not meet their customers’ expectations – or even better…

    The Consumer Packaged Goods (CPG) industry is evolving rapidly. Consumers expect more choice, faster delivery and lower prices, based on technology that enables them to shop wherever and whenever they want to. Also, stakeholders – from consumers to legislators – require more transparency into e.g. working conditions and environmental impact. CPG companies must be able to have full visibility and respond immediately to anything that might not meet their customers’ expectations – or even better, prevent incidents from happening in the first place. Therefore, supply chains need to become increasingly more differentiated in terms of cost, responsiveness and agility to remain competitive. Hindsight is good, insight is better, but foresight – into your supply chain – will bring you the defining competitive edge.

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  • Driving Supply Chain Transformations

    Business Chief Europe

    Deloitte's supply chain practice is helping companies across Europe implement critical supply chain transformation and digitisation programmes

    https://www.gigabitmagazine.com/magazine/gigabit/october-2018?amp

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  • ARCHITECTING THE SUPPLY CHAIN OF THE FUTURE

    Accenture Strategy

    As corporate leaders look at their supply chains, they often see design and execution that struggle to meet today’s competitive imperatives, much less imperatives that will arise in the coming years.

    New technologies are reinventing supply chains. Customers increasingly expect a more tailored or personalized experience. Operating in this environment will require an entirely new way to architect and manage supply chains. To succeed in the coming years, companies will need:

    +…

    As corporate leaders look at their supply chains, they often see design and execution that struggle to meet today’s competitive imperatives, much less imperatives that will arise in the coming years.

    New technologies are reinventing supply chains. Customers increasingly expect a more tailored or personalized experience. Operating in this environment will require an entirely new way to architect and manage supply chains. To succeed in the coming years, companies will need:

    + Asset-light supply chain configurations across a broader ecosystem

    + New skills to architect and manage multiple supply chains

    + The application of innovative technologies to deal with complexity

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  • Can your supply chain avoid extinction? Dynamic segmentation will ensure future competitiveness.

    Accenture Strategy

    In today’s hyper-competitive markets, slicing and dicing the supply chain to service ever more diverse and demanding customers has become the core challenge for Chief Supply Chain Officers.

    Unfortunately, traditional supply chain operating models are not fit for this purpose. And simply expanding the number of supply chain configurations and maintaining separate organizations to manage them—the approach being followed by most organizations—is driving too much complexity.

    It is…

    In today’s hyper-competitive markets, slicing and dicing the supply chain to service ever more diverse and demanding customers has become the core challenge for Chief Supply Chain Officers.

    Unfortunately, traditional supply chain operating models are not fit for this purpose. And simply expanding the number of supply chain configurations and maintaining separate organizations to manage them—the approach being followed by most organizations—is driving too much complexity.

    It is time to move to a new supply chain operating model, one that equips the supply chain to provide truly differentiated service. Digital technologies are the key; they enable supply chain segmentation that is truly granular, highly dynamic and can be rigorously executed.

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  • Navigating Permanent Volatility with Profit, Sales and Operations Planning

    Accenture Strategy

    Today’s supply chains are global, symbiotic networks where many factors—not all of them predictable—make it a constant struggle to balance supply and demand and maintain profitable operations. Yet, despite the growing complexity many companies still cling to the old ways of balancing supply and demand.

    We believe that companies need to adopt profit, sales and operations planning (PS&OP)—a holistic and pragmatic planning approach to better anticipate, react to and mitigate the impact of…

    Today’s supply chains are global, symbiotic networks where many factors—not all of them predictable—make it a constant struggle to balance supply and demand and maintain profitable operations. Yet, despite the growing complexity many companies still cling to the old ways of balancing supply and demand.

    We believe that companies need to adopt profit, sales and operations planning (PS&OP)—a holistic and pragmatic planning approach to better anticipate, react to and mitigate the impact of permanent volatility. This approach integrates sophisticated analytics and scenario planning for profitability to help teams reach more profitable operations decisions.

    In this point of view, we provide:

    - A summary of changes needed to traditional sales and operations planning to ground it in profit and revenue goals, and the benefits these changes can bring.

    - An overview of our work with companies undergoing profit, sales and operations planning transformations to identify the foundational components of implementing a PS&OP operating model, as well as the barriers in implementing the required changes.

    - Two case studies based on our work with clients in the telecommunications and consumer goods industries that confirm the efficacy of the PS&OP approach.

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  • Value Chain Transformation for Life Sciences: Enabling Speed, Efficiency and Product Certainty in a Volatile Market

    Accenture

    This paper demonstrates how achieving a seamless integration of the R&D, supply chain and commercial functions will require transforming life sciences’ traditional supply chains into dynamic and segmented end-to-end value chains. These value chains will fully align with and enable business strategy and act as engines of financial growth.

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Onderscheidingen

  • People Developer

    Accenture Management Consulting

    Annual award, voted on by all of Accenture Management Consulting, to recognize the top people developers globally.

Talen

  • English

    Volledige professionele vaardigheid

  • Dutch

    Moedertaal of tweetalig

  • German

    Basisvaardigheid

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