Institute , which could not only remain compliant with Shell ’ s IT standards , but conform to the demand-driven way of doing planning across its entire business portfolio .
“ The Demand Driven Institute is run by Carol Ptak and Chad Smith , who are the authors of the bible of MRP in its current form . They have introduced demand-driven MRP as a new chapter , where they have codified the structure for how demand-driven planning should be implemented ,” explained Lynch .
“ The software had to be globally scalable , match the strict Shell IT strategy of how to buy software , and had to be cloud-based .”
Narrowing its options down in late 2016 , the company undertook extensive demos and tests , bringing demand-driven planning to fruition in under two years .
Partnering with Orchestr8 , Lynch gained leadership support and submitted the group investment proposal required to proceed with such revolutionary changes , in order to enable Shell IT and the software company to build the required infrastructure .
FACT & FIGURES
• Shell makes and sells a wide variety of lubricants for the automotive , heavyduty transport , mining , power generation , construction and general manufacturing sectors
• Leading brands include Shell Helix , Shell RIMULA , Pennzoil , Quaker State AND Shell Tellus
• Shell Lubricants fills over 2mn bottles a day and undertakes 30mn deliveries a year to direct customers and distributors
• Shell has 40 lube oil blending plants , five base oil manufacturing plants , as well as 10 grease manufacturing plants
• Partnering with consulting firm , SmartChain LLP , enabled Shell to simulate 12 months of real data to look at how things ran during this period , and then simulate what would happen with a demand driven methodology
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