 Okay, hey global supply chainers and welcome to our second live event of supply chain dynamics se3x the fourth course in our course series so this is definitely the latter half of the course if you're if you're taking it in in sequential series so we're really excited today and thank you guys so much for joining I think we have a really exciting live event today we have Dr. Manny Jenna Karam from Intel joining us today so I'm going to introduce him in just one minute but I'm going to start with a few course updates and just sort of level set where we are with the course and then I will introduce him and we will jump right into some an interview with him to really get some experience and insight from his wealth of experience and then at the end you guys will have a chance to ask him questions so you'll actually funnel that through the chat and we will ask him so as you're listening to our discussion you know start jotting down your questions and so that you'll be prepared to get that that that opportunity to ask him questions so se3x is we're sitting at about 6700 students from around the world so a good good good population of students there 546 of you guys are verified which are who is joining today this is a verified only event so if you guys are here then you're you're taking advantage of that benefit to which we were really happy for um meeting age is about 30 so that's that's uh from and then the range can be anywhere from 16 to 70 is what I saw so we got people all over the board taking this course 153 countries are represented and the top three countries are the united states india and brazil making up the majority but it's a truly global population as we are already seeing in this live event you guys are coming from everywhere so we're so happy to have you so I should have actually introduced myself to start you guys probably you did not meet me in the last live event maybe some of you guys are familiar with me I'm definitely the person that sends you emails every Tuesday so you may or may not be a sick of my name but I'm Dr. Alexis Bateman I'm a research scientist here at the center and working on the micro masters team and so we so I'll be and I'm your course lead obviously so then um I've been sort of the person behind the scenes on the course but now uh excited to meet you uh more in person few quick reminders before we jump in with Manny um we have the midterm coming up opening on February 14th so what better way to spend your valentine's day than taking a midterm for this course and obviously I'm I'm joking about that but uh that that will be a one week as we have done and for those of you guys have taken other courses in the past you know that it will be open one week but once you start it you'll only have four hours to complete it so just make sure that you set aside a four-hour time block we don't expect it to take all four hours it should take about two but just make sure you have that time blocked within that week and so that will be open from February 14th to 21st and that will cover really the the first four weeks of the course as we've been through so as we talked about in week one complexity and and dealing with complexity through process management then system dynamics looking at the entire system of supply chains and other approaches to map out dynamics within the supply chain and in week three we tackled bullwhip effect and supply contracts and really customer collaboration and supplier collaboration there and in this most recent week supply chain strategy so it'll cover all four weeks equally and you'll have an opportunity to answer different types of questions and they will be similar to the ones you've seen in the graded assignments but you know not exactly the same so make sure to start reviewing now is the sort of your prep week to start doing that and that will open next Wednesday final note before we get in the interview is that we have that in week four we have the open response with peer review graded assignment and you know as we as it said in that that's a new type of problem so you guys may or may have not seen it before we ran it for practice a couple times so it may be new to many of you but to get full credit for it you have to not only submit your own answer which is due next Wednesday February 14th but you also have to assess three of your peers and so that's pretty explicit in the instructions so you have not yet assessed your peers you need to do that within the week after the close so anytime now before February 21st so those were some just some quick notes for the course just but now we'll get into the good stuff those are not the real exciting stuff but good to check in so today we're super lucky to host Dr. Manny Genocram he's been with Intel for 19 years so he has some significant experience with that company and across the supply chain so he's he's managed strategic projects in anything from factory operations capacity planning process control analytics strategy supplier management iot factory science and supply chain so he has really done it all so we really get a great wealth of experience by chatting with him today and not only 19 years at in Intel but he's been in supply chain for 25 years so he's really worked you know not only in Intel's and electronics industry but also automotive and aerospace industry and he also worked at Honeywell and Motorola in other this areas including operations strategy analytics and more so we are really lucky to have Manny today so i'm going to give him a few moments to introduce himself and then he's going to give you a little bit of overview about supply chain at Intel and then we'll dive into the questions thanks Manny for joining today thanks Alexis for the opportunity good morning and of course good evening to some of you on the line and today i would like to talk about where the Intel supply chain is going in terms of how it is supporting Intel's overall strategy and what are the things that you have done well and what are the opportunities and challenges that we're going to be addressing and given that i am more into the analytics and strategy i probably will lean on various aspects of supply chain analytics as well and as we go through that as Dr. Alexis was indicating we will field questions and the intent really is more on the conversation side and i do have a few slides just so that it gives a better flavor of what we're doing i would like to start with where we are you know what Intel is doing most of you probably i hope most of you know Intel and the Intel has been known as a PC company for several years but over the several like past several years we are going through a huge transformation ourselves we would like to recognize Intel as a company where the world runs on Intel it's not just a PC company but it is a compute in fact our vision as you can see on the slide that we're going to be sharing on the first slide is you know like anything that is smart and that you know like that computes you know we'd like to have it run on Intel and again looking at where the industry where the where our markets are we are primarily like big on the server industry we also have a lot of excellent technologies like internet of things FPGA and you know like several other products that go along with it like 5G that we're working on from communication perspective and the overall goal is how do we provide the best compute experience to the world community and but technically when you look at it Intel is built on our foundation is built on what we call as the morse law it's it's more of an economic than a technical kind of an approach where Gordon Moore our ex CEO several years ago on a napkin just indicated that the transistors will double every you know like 18 months and the cost of the transistor will come down while the size of the transistor would be reducing you know as well and how do we cope up with it the fact that now we have PCs that are really slim now that we have the mobile and other products that are really many you know like a small size is attributed to the fact that you know we are kind of following the morse law and the industry is kind of leveraging it from many aspects and this is what we call as the virtual cycle because the customers are asking for more the technology is enhancing as you can see you know like we can have gigabytes of data on a small SSD versus how do we move the data faster all those things are transforming quite well so as we progress along this path the challenge for us is how do we keep up with technology you know through the supply chain and the question that always comes up is what does supply chain do for an industry such as electronic industries such as Intel when you look at it we really have to start with the business strategy you know like where we want to go what are the things we want to do like a 62 billion dollar company 100,000 employees I mean more than 40% are technical a lot of PhDs and how does the supply chain that can support a varying product portfolio is something that we have to look at it one of the things that you may want to notice is in Intel does not necessarily have hundreds of thousands of skews like Walmart or Amazon has but we do have complexity that comes from technology that also comes from varied application of our manufacturing processes for example some of the things you're working on we don't even know there is a metal or a material that exists today but we have to plan for a next 15 10 to 15 years out and when the market is shifting when the technology is changing when the people's sentiments are different how do you plan for you know like a product that's going to be 10 years out and not only plan for it how is it going to be transforming from where we are and what are the different pieces that go into it the components the supply chain is where that starts the sourcing and you know like the intelligence comes into picture what are the things we should be looking should I build a fab which is upwards of five billions of dollars today how am I going to plan for it it's going to take two years how do I know the market is not going to change when we get there those are all the complexities that we deal with and several other aspects but you know like when we look at our supply chain on a particular slide I indicated there are four pillars one is the technology aspect I've been talking about the other one is the manufacturing scale for example we start out with a wafer like a as big as your dinner plate and then we make the hundreds of thousands depending on the size the transistors and the chips out of that so that means we start with one wafer it ends up branching into many of chips and then we have to put them together so what we call as the fan in fan out kind of a concept is what we do and it goes through hundreds of miles within a fab before it you know like it transfers from a wafer into a product and there is a criticality around how we process it the tools that we use the little for example it could be anywhere from 40 million dollar to a hundred million dollar per tool so how do we plan for it how do we make sure we get the line balance how do we get the capacity how do we ensure that the demand and supply are aligned are some of the challenges we have to look at how do we ensure the ecosystem is working with us what are the risks we have to take are some of the things we really look at I'm going to stop here Alexis and see if there are any comments or questions yeah that I mean that is already kind of perfectly aligned with the first four weeks of the course and I think that you can guys can already see the scale of Intel that is absolutely a you know a perfect example of the complexity that we you know that we've been talking about for the first couple weeks so I think this is great overview why don't you continue with a few more of your slides and then we'll jump right into our interview and then we'll take questions at the end perfect I think a couple of things I would like to point out on my slide are you know like some of the things I mentioned earlier but critically going into where exactly are the challenges that are coming from and how do we measure our supply chain success we have internal measures which are very much aligned with the industry standards for example Gardner has a supply chain metrics and as well as the epics have the score metrics but it comes down to you know how well we are serving our customers so most all our metrics you know like whether it is external facing or internal facing is measured around how well our products and services are enabling our customer and supporting and servicing them internally we look at supply chain cost that is very critical when I talk about you know our particularly factories are four billion dollar plus the emphasis on asset utilization is critical you know like how do we leverage that and then velocity is another big deal for us what we call as the availability and velocity how quickly can we get the product out particularly if it is time to market some of our processes could be months before we you know when we start a wafer and it ends up in our warehouse it could be months before that happens depending depending on the technology and then the technology as I mentioned is another big one how quickly we are ramping what are the different challenges we have to address how do we ensure the quality issues are addressed and not to mention the another big thing we look at is sustainability sustainability could be in the form of materials could be corporate social responsibility I'm sure some of you heard about our conflict free mineral program where our goal is to ensure our transistors are 100% conflict free then we started out with four minerals in the Republic of Congo and though even though we are you know like consuming the the minerals and materials we have a you know like connections and audit trail all the way into smelters and minerals you know into the mining to really make sure that there is no you know like a child labor for example we're also looking at several aspects of conflict in terms of bonded labor in terms of you know like what we are starting to look at a slavery in supply chain and also from a sustainable material perspective are we using the right chemicals and how do we you know like what are the disposition techniques and how we are socially responsible from a footprint perspective so those are all the elements that we really take into consideration and then I think one more slide I'm gonna talk and then before a pause for questions is how do we do this in this complex world definitely we have to have good business and you know like a process and we have to have the right people who understand and value and agree with the culture and enhance the culture we have and then of course leveraging the people process tools you know data and systems and that's where you know like we emphasize and focus on you know data by itself is not enough how do we create systems and tools and algorithms that can take this data and convert it into useful insight we you know like a real time and that's where you know we focus on some of the intelligence platform so that it is a cognitive computing or it could be as basic as understanding our entire supply network and then looking at what we can do differently how we can you know like how connect and integrate the systems are some of the things we strive to do at Intel so Alexis I'm going to stop here now and see if if you have any comments or great yes so now I think so that was a perfect overview of of the Intel supply chain and some of the challenges that you grapple with which I mean it it couldn't align more more closely with what we're learning in this course which is pretty much all the factors that are impacting supply chain and how do we prepare for those factors so I have a few questions on my own personally because I want to you know the questions are already rolling in from the students so I'm just going to ask you a handful of questions for the next 15 or 20 minutes and then we're going to go right into a student questions because there's already some wonderful questions rolling in so just to kind of give since these are future global supply chain professionals just to give them a sense that I wanted to see how did you come to global supply chain management or supply chain management in general was this something you knew you know from the beginning you wanted to do or you know was it sort of just a natural evolution from your roles or how really did you get into it that's a great question when I started out as a mechanical engineer and more into the materials and then my master's was more into industrial systems you know operation research that's where I started getting more exposure to operational and supply chain kind of activities and it also made it you know like it was very clear that as a technologist yes I can make a lot of impact I can you know like working on some of the composite materials and things like that but when it came down to how do we make sure that you know like how blending of business and technology and all the other elements to make you know like make an impact technically at the same time make a huge business impact how do we make that happen that is where when you look at it that's why I was mentioning a company when the company mission vision happens and then the next next is the business strategy initially supply chain used to be many many years ago more of a cost-centric kind of a focus go get this done get the material moody product you know like transport it and then make sure the customers are happy but now when you start putting it all together the next in you know like when you look at the business strategy the next thing that comes up is supply chain strategy and no wonder that some of the big companies including Intel as well as Apple if you look at the CEOs they were not necessarily technical professionals but they had they also had a heavy dose of operations and supply chain Tim Kirk and our CEO you know BK was COO and the supply chain was reporting to him so there is a clear requirement that you understand your business you run your business through efficient and effective supply chain so that we not only hit the bottom line but also look at how do we enhance revenue because if you're looking at a new product and service how do you scale it how do you make it flexible what are the challenges how do you ensure the customer connections are happened I think supply chain plays a key role I came to that realization when I was doing my masters and also it is a combination of being at the right place at the right time and also the interest and inclination to do that kind of took me from more of a material manufacturing a mechanical engineer to a supply chain professional and also kind of along the way I looked at what are the things that cut across for example analytics strategy and some of the other in a modeling those things no matter where you go they are tools in your toolbox and if you apply them right you can actually make a difference across the board and that is one of the things I kind of got you know I gathered along the way and started learning the business because if you don't understand the business if you don't walk in the steps of the people who are doing it you're not going to be relevant so I may have I may be the best data scientist but if I don't understand how the warehouse operates how the planning works I probably won't fit in or they won't have the confidence in me that is where the supply chain functions are critical and you know like you and my team we make sure that we understand the business first we work with the partners right and then we then we apply the solutions understanding what questions we're trying to solve why we're solving why it matters from the both strategic as well as pain point perspective and then we look at what solutions we can apply right no that's perfect that's great kind of overview and obviously thinking about the supply chain is sort of the key you know component here bringing together so many facets within the company I mean this is exactly what you know we like to view supply chain as well and what the students are learning right now so that's great thank you so much the next kind of question would be you know and you touch about this a little bit which is sort of supply chain used to be the you know go do this and kind of the task task master what do you think how do you think the supply chain management role has really changed over the last 20 years and you touched on this a little bit but other other thoughts on that so it is supply chain roles are transforming as we speak also and initially many many years ago supply chain as I indicated was an afterthought right we need to ensure the cost function you know like the cost is kept low and make sure that you have the best negotiation and procurement policies in place and also it was more like a you know like individual functions the procurement and sourcing would be you know like a separate function and and then they would have a planning that would be more associated to manufacturing function and then the network and distribution was more of a customer focusing so they were separate and isolated but what is happening today is they are coming together in fact I would like to mention Gartner has a what they call as a five-stage maturity model for supply chain and they start out with you know the stage one companies they're not you know like they're extremely silo very functional but when you start progressing as a supply chain leader you start learning and understanding what matters most that do have the right metrics am I integrated well to have an internal external view am I focusing and you know like I'm a demand-driven versus you know like just supporting the cost functions and that's where the integration function has come in in fact many companies have a role called chief supply chain officer now right the function of this chief supplies you know it's a C suite and the person actually he or she you know like basically manages supply chain across the board working with the business units to understand the business strategy influencing them you know we have defined our design for supply chain that kind of formed into the integrated view and now we are looking at what products and services are going to be critical because we have insight not only into what is happening inside but also into outside so it is transforming into a critical role not just at this you know like at the functional level but integration is happening and one trick pony is not going to work anymore like if you're extremely good in planning that's great I mean you will have a great career but if you want to advance you really need to understand you know what what is the business requirement what are the things that I should do better how do I integrate my functions can I upskill myself are some of the things we have to look at right oh that's great that's great kind of overview of the last house change so that I feel that you're the perfect person to talk to that since you've really watched it over the last 20 years so I have a couple questions on complexity and strategy but I think we've actually touched on that and then I'm also seeing sort of some questions in the chat room on a different line so I'm going to ask you a few of questions about one thing that you obviously you you touch on a little bit but we could get in a little bit more were what are what are the risks you really grapple with in the supply chain and I know this is true on sort of both the regulatory side and material risk but just you know what are what are the type of risks and how do you identify those risks oh great question alexis supply chain risk here has been a big challenge for us for everybody right I mean the it is sometimes fear of the unknown because the natural disasters that we have gone through over the several years right I mean the japan the earthquake and also in the Iceland several years ago when we have to basically cannot fly because of the smog and smoke the question is you know like we have we primarily look at what's our network look like where the customers are where the suppliers are and how good is our business continuity process and so those are some of the supply chain risks assessment we make and then we look at what you know like there are a lot of what if scenarios what if we have a situation where there is a it could be political it could be natural it could be you know like anything else right so we are looking at it and there are some of the things that we can plan for some of the things we probably have to react so the whole idea is how can we reduce the react and increase the proactive part of our supply chain risk thinking these some of the things we have a very good system in place most of the companies do in terms of when certain event happens how do we manage and mitigate the process and of course it comes from people's safety as well as product and customer so we have to take all those into consideration and examples would be when we when we have you know like when you know like in Japan when we had the earthquake and the tsunami we were really looking at you know like our people safe you know immediate communication and connections and contact and then is our you know customer services everything what are the things that we have to do to support ensure you know like a minimal if not no impact and then how do we ensure that we you know like our suppliers if they're impacted how do we ensure that we support them and because it's a partnership end of the day so those are some of the things we have in place we have various tools and systems we have monitoring capabilities and we also have our building some cognitive based proactive systems where we have unstructured data coming in we're looking at blocks and we're looking at sentiments to understand are there any issues again and the risk could be financial like for example you're working with this particular supplier and the supplier may not be financially doing well we don't want to hear that after the fact we want to be monitoring and knowing and and also you know like somebody maybe a supplier is getting merged with another company so M&A activities we want to be in the know before it happens right absolutely that was great summary and definitely very interesting on how you guys deal with risks and there's so many and so diverse so I would like to be selfish and continue to ask you my questions because I want to know more but we are getting so many questions great questions from the students I'm actually just going to jump to their questions if you're okay with that and it'll be a it won't be really topic-oriented we're just going to kind of fly by the seat of our pants right now and then if I get a chance they'll come back to my questions at the end but I suspect with the wealth of questions we have coming in right now we will be busy for the rest of the hour so let me just pull some questions from from the from our students so Sirabhananji asks can you elaborate more about the impact of industry 4.0 on supply chains a great question now like if you look at it the industry 1.02 it has been a long long but very meaningful and effective journey you know like we go back to the role of steam engines and then electric you know go back all the way and then kind of not necessarily going to the sequence but by 2000 we had the internet and you know before that the PC and the computer automation and the 4.0 is really about how do we handle hardness the data and the cyber you know like what they call what we call as the cyber systems right and it's a combination of ingesting smart system data maybe it's an IoT through various channels you know like the communication channel need to be big huge because the 4G for example is still limited in terms of how we transfer data it's not only the volume it is also the way we do that we have to you know like but the IG is going to transform some of those so the IoT systems that become smart machines and smart systems will not only be able to sense and respond but they'll be able to communicate and that would provide you know it's not just a client you know like a server but it also appeared a beer kind of communication when we take all those information together when you put them together we have a better CPU better GPU we have a good memory and we have good communication and then we have edge compute with analytics when you put all those things together and also advent of argumented reality and virtual reality you can actually design and plan and you know look at what is right you know in as if you are in there and when you do all these things in the real time the data explosion being handled quite well it is going to revolutionize the industry it is doing that already the example is the autonomous vehicle yes you know like it is still evolving ways to go but a classic example of a technology that is leveraging all these things we talked about could be autonomous vehicle where you know it has to have a good eco sensing it has to have intelligence it has to have transforming data into insight real time I'm not even talking near real time I'm talking real time and not only that it has to proactively sense and scan and respond in terms of okay where I want to go how I want to do it who is going to be in my way I mean all those things need to be worked out and this is where the industry is going from an industry perspective we are going to be having you already have smart machines but imagine machines talking to each other from a supply chain perspective we look at a machine that not only understand its role in the you know like in the overall scheme of things what are the things I can process who are my fellow machines that can do the same thing when the load comes in you know like what are the quality issues I can deal with and by the way the PM is going to happen predict you know like competitive maintenance I'm scheduled for it in in three months I need to have technicians I need to have this tech you know like this kind of a you know like components and I need to connect with the supply chain system to autonomously we're not there yet but to autonomously order those and also to make sure that you know like it is virtually done like GE has what's called as the virtual twins so looking at what are the different things if I'm developing a new product I think that it's a very interesting era of you know bringing all this technology together robotics you know robots working with humans and autonomous activities going on and the shared economy all those things are coming together in a very nice you know industry 4.0 I would say great no it's super interesting it brings together a lot of the topics and this is connected but but on a different vein you know we'll talk about sustainability later in the course in week 10 and I know intel is really is really quite active in this place but GLEB wants to know how do you control the use of conflict minerals in your supply chain and then add it on to that is blockchain possibly on the horizon for conflict mineral management. Great question how do we manage conflict free minerals I think we have a very vast program step number one for us this goes back to you know almost eight ten years now we have to recognize the problem and declare that as a goal which we did our CEO did that and COO was supporting you know like we're doing that as well and the next question is mapping out our entire supply chain where are all the you know like when I'm getting a tungsten titanium gold a particular metal that's coming from what does the life cycle of that mineral look like where is it starting where is it coming and how is it ending and in a sustainability perspective I need to look at the entire life cycle from you know concept to you know like you know like basically to the end of where it is you know like either recycled or so in that perspective we mapped it out we looked at different locations where it's coming from and then we also like look kind of started to identify the geopolitical kind of issues and if it is coming from a particular mine I mentioned Republic of Congo primarily where we have to go audit we audited we had our people go in and audit and we also you know worked with the industry to create a consortium what we call as the EICC and we work with them to really kind of spread the word and leverage partnering with others so that it is not just Intel but it is industry-wide so putting that in place having the auditors in place working with our you know like you know like multiple supply chain network it is not supplier supplier supplier and making sure that we have various checks and balances in place is how we were able to establish that and the other question was blockchain would definitely blockchain is coming up and in fact what I hear also is electronic data transfer virtual asset moment all those things are going to be leveraging blockchain it is upcoming you know like bitcoin and now it is blockchain for supply chain it is actually very relevant because it is a network when we look at the way the blockchain operates note to note in a very hybrid fashion it is definitely something that we have in mind we have projects along the way looking at blockchain application for you know like not only conflict free mineral but also for product transfer you know like in logistics also looking at how do we even make our contract smart contracts like I was mentioning about the equipment if I have a blockchain that understands the entire process and also understand you know like able to work with the private public you know like a kind of a blockchain how do we move our assets how do we engage different entities and how do we you know get the asset delivery done we are working on it we have some solutions Intel also has a you know like a lot of activities going on in ensuring the technology can handle because you can imagine the scale the explosion of the scale the connection points with blockchain so we have our own you know like start to bridge that is primarily a technology that we are trying to make it work with our you know the components and our compute capabilities as well great great thanks and that was perfect actually because we had additional questions on blockchain applications at Intel in general so it was a great overview and obviously we know it's a hot topic right now I can't make it through this conversation without talking about blockchain a little bit right now great that's great so actually Fabrizio is going back to something you talked about in your presentation and he said in this assemble to order scenario that you explain how critical is it that the raw how critical is the raw material buffer and forecasting some unpredictable things can obviously happen how do you provide a responsive change that's a great question because I think probably you know like is referring to our various supply chains and complexity that is coming from going from a PC centric to a compute capable you know like supporting most of the other product and services so our supply chain is not just you know in within the Intel facility of course we have several fabs and assembly sites worldwide but we are also becoming more you know like getting into a lot more of outsourced manufacturing and also that means the product comes in goes out the network gets complicated we have to handle that and assemble to order is the question that was asked we have specifically when we look at our processes we have we can break it into two big process one is the front end process that's where the wafer you know like is processed to you know to make the the chip and then assembly process where we test them and then we encapsulate them that's where it becomes the final product the wafer process is quite long I mean months because it's it's you know like we go through hundreds of layers if you will it's almost like first people who are not familiar with semiconductor process it is like it's like we build it from one layer on top of the other and a lot of chemicals and minerals and you know like they get added they get subtracted we have the oxide layers and so that is a mock process and then once it is formed in the assembly process happens in order to ensure that we have the right inventory and right buffering we you know like we have worked on various you know like not just the forecasting you know combining with the demand and supply we also have inventory strategy across the entire supply chain we are supply chain visibility across the our product line to understand where and how things are moving we have the right metrics like days of inventory safety stock at critical points we have embedded you know constraint theory and we know where we're given that assets are critical where and how we need to ensure we get the best utilization so based on that we have different policies and we also have a critical junctures what we call as a wafer bank and also a dye bank so in assembly to order we have critical dye banks and then we leverage the combination of push and pull to ensure that you know like we are not you know building more to ensure that there is no inventory absence at the same time we don't get into a situation where it is a stock out scenario so we have a lot of analytical you know like processes are embedded into our enterprise systems the algorithms actually on a real-time basis we compute our inventory we actually take stock of what's coming in we have a very complicated very large optimization engine that looks at a daily like shift we we have the capability to go you know like hourly but we want to make sure that it makes sense so we have a regular cadence we run the supply chain optimization and we based on that we do the allocations and you know like our inventory planning across the factory great great no and so actually linked to that question you know coming back to how your different supply chains and how you run them how do you define metrics for success do you develop them from the perspective of the customer this is coming from idame and he wants to know you know is it from the perspective of the customer what is critical for them and you have customer collaboration platforms a great question i i think we have both you know like customer facing and also internal facing metrics but our goal is to ensure our customers get what they want in fact many years ago we several years ago it's almost eight years ago we ran into a situation where there were some concerns around are we providing what the customer want so we started a campaign called say yes to customer and primarily what it means is if the customer wants a particular product or service we're going to say yes and then we're going to go figure out how we do this whether it is in terms of volume in terms of type in terms of timing we we started that and then we also evolved from there in terms of what are the metrics we have how many like for example we have a perfect order that is a customer facing metric and then we have order fulfillment lead time that is also customer facing and those are too critical and then we also do customer satisfaction in fact third party you know you know assessment of how well we are serving the customer what are the critical functions we need to serve it is not just about the bragging rights because we always get more than 90 percent satisfaction one of the you know best in the industry is what we hear in the semiconductor space but also it is about learning from where we can do better and then how it links to our next product and service if you're doing well in a particular you know like portfolio how can we transfer that to another portfolio and then internally we are looking at supply chain cost as a function of revenue so that kind of puts checks and balances acid utilization is another big one and inventory you know like turns is another big one so we have all those metrics that we monitor closely great great thanks that was a good good insight on how that's connected one question from param is so you know we talked in our course we talked about system dynamics and systems modeling and you know his question is basically how do you guys model systems and get systems perspective you know we teach a certain set of tools and so he just wants to kind of level set on that and see you know as a company like Intel how do you really get a good perspective on you know your supply chain system that's great in fact if you can go to you know the slide that primarily talks to you know like there is a iot slide actually in fact it's a visibility slide i'm thinking it's probably a couple of flights over where it talks about visibility and okay let's see if Arthur can Arthur can you populate the visibility slide on there i can tell you slide number okay we will get it up there in just one second sure i think the slide number i believe it is slide number 11 for example okay okay great so what we're trying to do here is you know like the question is how do you understand the block city of the supply chain so that you can model it and understand you know what metrics you want to measure and things like that we have various approaches to it in the analytics team we have system simulation discrete event simulation modeling is one critical function that we handle and then we have operation you know like a OR kind of tools where we do linear programming so it's more like a prescript you right what is the best combination you know how do i manage my constraints what is the best answer i can get tell me how and when i can you know like load and run my you know like products and then prediction is where tell me i don't know what's gonna happen what would be you know like the best lead time you know what's my inventory so it kind of falls in the prediction and prescription space and the way we look at it is if you're getting into a particular supply chain that is coming in new we try to understand how it is different from the existing kind of mapping it out in terms of what the process flow is and then putting an entire supply network and it could be there like the multiple nodes in it it may have different inputs and outputs and controls we kind of understand what i'll go into it and we also do the modeling at different layers of abstraction we don't get to the nth level of detail because the question people we're trying to answer maybe at a higher level of you know what are the revenue or maybe what's the cost what's us not necessarily looking at what is the equipment utilization so based on that based on understanding what our stakeholders want to address and why we look at what metrics that we need to be measuring and then we look at what data and systems and tools we have in place because if we can turn around and provide something quickly we want to do that if not we look at our suite of tools that we have already delivered to see can i convert that can i you know do something so that i can give it to them because speed is critical for them if not we end up developing and the way we develop this is more of a prototype to start with because we want to develop something quickly and it could be a simulation model if it is sometimes it could be as simple as a Monte Carlo simulation because they're only looking at the range variability not necessarily looking at the network but sometimes it could be as you know like as complex as gimme an entire network i need to be able to optimize my network so before you optimize you understand what your network looked like so that's that's the modeling and then once we know what the network looks like then the question that comes up is what if what if i change my distribution point or what if i change my supply you know like a network from this geo to the other geo what would be the lead time look like so that is a model that we do and the next question is what would be the best network solution if i have to hit my cost or hit my cycle time that's the optimization we put on top of our models and this is the process we you know like we go through we understand the process and map the network do the simulation or what if and then we optimize it great great that was a perfect overview and really uh aligns with what they've been learning and also great to see it from from intel's perspective and how you guys do it on a daily basis these are the tools that they're learning and they can take take directly with them to to companies such as yourself so um seravan g has another good question which is basically what are the skill sets required to be a future ready supply chain manager in the current scenario that we're in but how do you you know she's asking a little bit or excuse me they are asking a little bit if uh you know if you would recommend a masters in supply chain or an MBA or finance courses or you know how do they really prepare themselves for um you know being a future ready supply chain manager that's a great question again and uh definitely having the inquisitiveness to ask right question would be fundamental whether you're an undergrad master phd MBA and uh knowing how the business runs what are the critical things that matter is is very important coming from a technical world in the past i was more about hey my solution should solve the problems it is not about the elegance of the solution that you should care for it is the importance of business problem that you want to solve that you really need to care for and how do i prepare for that number one you know like understand things happening around you and then you know like make uh understand yourself in terms of what what makes you click what are the things that in your portfolio are really strong what are the things in a portfolio that you would like to get at if you have a target of i want to be a you know very successful supply chain professional whether it is a you know like want to be a chief supply chain officer or whether you want to be more in the analytics space or in the planning space understand what and why it is critical and then look at how different people like there are successful people in that space what made them successful that is important and then looking at your portfolio of okay you know i in fact for data scientists i created a model called a diamond model where you have to a lot of people data scientists they come in with i know plustering i know basic network i can do operation research but the other question i would ask them is do you know how to pull data from a system do you know how to integrate different data systems to create a database i mean meaning it can you create a user interface because in this day and age i'm not expecting that they need to be strong software engineers but if you're waiting for someone to feed the data or write the algorithm that's not going to work so understanding data systems understanding you know like coming with your strong algorithms and just you know applications where to apply what and then the domain knowledge is critical that is the third part you know like a component in my you know like the diamond is your domain knowledge is critical get x you know like you may not be an expert but try to understand how the integration happens what are the critical metrics and then of course the soft skills asking you know like whether it's a matter of networking with people team or communicating so those are some of the critical things you can gain this whether independent of you know what you know courses you're taking but always when you're taking a class how am i going to apply this like i'm learning the strategy how do i ensure that the strategy aspects are covering you know like from a business perspective for different businesses you know we go through the portals model and different things you know like how do we apply it application and also what are the things that people normally do but they don't really get into the details how can i differentiate myself or some of the things i would look at right that's great great advice i think one that that many it can internalize for kind of their strategies as they're going through these courses and the future so this is actually one i know that you can speak perfectly to so adam adam a 66 asks big data analytics is becoming fundamental need in supply chain and do you have an organizational design fully dedicated to gathering analyzing and you know improving decision decisions made and then the types of tools you have in place and i know this is squarely where you're working maybe we should go to the slide that kind of referenced all the tools and systems in fact i'm going to go ahead and call out the slide number and then we can talk to slide number six if you will great so the reason uh you know i put this together many years is the question that always comes up is how do you apply analytics across supply chain effectively and what are the different types of things that analytics can help in the supply chain you can see that i don't think i spared anything else everything else is there starting from demand to supply to manufacturing including some ancillaries like construction and on the left side you have an arrow that points to what the industry you know broadly calls as the stages of analytics going from descriptive diagnostics predictive prescriptive and cognitive and the question is you know like there are different models that are tried out one is centralized analytics team the decentralized analytics team but one that is that seems to be working now is what we call as the hybrid model and if you were to go tell your functional your supply chain folks saying that hey you know i'm going to have an analytics team centralized that's going to provide all your day to day kind of metrics and everything that would work but the size and scale of that is going to be bigger so where at least from my perspective what i'm looking at is the descriptive and diagnostics part of analytics need to stay with the line of business because four is working like the planning for you know like a professional the buyer the commodity manager or the you know like if you look at them they have to know the data they have to understand the business they have to see what metrics are managed and how you know like the things that are changing would impact one way or the other that means ability to read your system and data and describe what is happening is critical and if there is a problem like for example shipment did not make it why what are the challenges a diagnostic part need to stay in the line of business but when we start looking at predictive prescript to you and cognitive you could go up skill the team or that's where a kind of a centralized advanced analytics team that's what i have is helpful because this is where you are building the solution not just a point solution but you're building it across your supply chain organization you need to connect the dots you need to be able to build it once and use it many times and also the techniques and technology you're going to be using is much more advanced i have several phd data scientists i have several phd operation research engineers who are very comfortable and very adept at knowing what to use how to use how to program and how to leverage it across the board so to me having the you know like a buy kind of a thinking in terms of descriptive diagnostics i want to embed it within the line of business the rest of form i know advanced i need to make sure that we have a center of excellence that it can be leveraged is how we have built the team great great that was a wonderful perspective and really shows how you guys have really embedded it in the organization very comprehensively so we're coming down to the last five minutes i'm going to take one more student question and then we're going to wrap it up because we know that you have a very busy schedule so m salieri actually wants to know she which is very aligned with the course what are the main communication challenges does intel face across its supply chain teams and geographies around the world as as you have already discussed how how huge intel is and how global you are how do you grapple with those challenges that's again a great question because intel is spread worldwide and we have what's called as the follow the sun kind of a process and communication i think a couple of things one is our leaders are very good at communicating on a timely fashion and also you know it's not just the emails but we also have blogs so that it is about not only one way but it is a you know it has to be both ways the blogs kind of help people to you know provide their inputs and in fact we're using that in many cases in projects also so that it is not a push it's a push ball and how do we do better you know like it's not just you know emails or something but we also leverage the video you know communication you know like we use the the meetings some of the critical meetings it's always good to have eye to eye so we leverage that and we also make sure that just because someone is in asia they don't get the brunt of you know staying over you know like late nights start in the meetings we make sure that the meetings are scheduled that is somewhat friendly across you know like different geos and and also making sure that the you know like we're following a disciplined approach to communications and meeting in terms of hey you know communicate timely communicate what is needed don't speculate and then ensure that there is an opportunity for people to you know do a two-directional communication with some of the things we look at and we also have on a regular basis our leaders you know we have you know like quarterly updates and that is across the geo and then the people who are locally the leaders do that so that they get to talk and then in terms of business and systems we also have updates on a regular basis so it seems to be working for us great and I also like the follow the sun uh mentality phrasing that makes uh very clear but no it's great because that's one of the the issues that we discuss heavily in in supply chain dynamics is you know getting your global teams on board um so that was wonderful so just we have just a few more minutes so sort of final words for our supply to our sex micro masters learners any future advice you have for for someone who has such a you know depth of experience in supply chain any inspirational thoughts as as we leave leave you today uh alexis uh i can tell you that we are living an exciting time right now it is uh you know like some people might say that it is uh uh you know industry 4.0 is revolutionizing the you know the compute capability the ability for people to connect and leverage things the learning aspects have improved quite well i think the knowledge worker is where the you know the future is going you know like it's not just about you know learning things but also sharing understanding technology leveraging things and applying it in a timely fashion are all critical aspects i strongly believe that you know like the mit the students have the best advantage of learning from experts and understanding not just the you know getting really good at technical but also understanding the business world and applying it and i'm sure that already future ready but keep an eye always out for what's happening how things are changing and sometimes things are so overwhelming that you just hunker down and focus on your stuff but always look at what are the other external things that are going to change what is the next thing that is going to revolutionize like for example if someone was preparing to be a truck driver for example all the indications are autonomous driving would be focusing on trucks you know like so and the same thing with the technology you know like it's don't be faced by is technology going to face me out you know like how can i leverage what is coming next so that i'm ready for it is something that i would look for great that was great advice and and i have something i think that our students will will absolutely internalize as they move forward and in their supply chain career so i just want to thank you so much for joining us this has been really eye-opening really great insight into breadth of supply chain experience as well as intel and global operations thank you for joining us to all the students thank you for coming and i am sorry there were so many great questions we didn't get to all of them hopefully you got some of uh some some insight today and um and that to everyone thank you and and we'll see you next time thanks mani you're welcome thank you