Mirza J. Baig

Is your GenAI strategy built to last? 🤖 Gartner breaks down what separates hype from long-term value. Read it to strengthen your AI strategy and plan your next move.

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Is your GenAI strategy built to last? 🤖 Gartner breaks down what separates hype from long-term value. Read it to strengthen your AI strategy and plan your next move.

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Nearly 70% of transformation initiatives fail...not because of technology, but because strategy and execution fall out of sync. IT leaders are under pressure to move faster while managing growing operational risk. Strategic Guidance keeps transformation in motion by aligning business goals, warehouse execution, and technology decisions, so systems evolve with the operation, not ahead of it. Our Strategic & Advisory Services help IT leaders move forward with confidence. Learn more: https://bit.ly/3NoguUa Source: McKinsey & Company — “Why do most transformations fail?” 🔗 https://mck.co/4jUUKLJ #supplychaininmotion

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A huge thank you to Michael Altman , VP of E2E Self Care SCM at Kenvue, for visiting our Rutgers Business School EMBA cohort as a guest speaker. Mike provided us with deep insights into Integrated Business Planning (IBP). The key focus of our session yesterday was to understand the core pillars of IBP: ✅ Portfolio Management Review: Tracks innovation performance and aligns resources with strategy. Takeaway: Stage Gate Management is essential for project progression and clear go/no-go decisions.  ✅ Demand Planning: Reaches consensus on an unconstrained, assumption-based view of sales. Takeaway: Prioritize the top 20% of products that generate 80% of sales and gross profit.  ✅ Supply Planning: Synchronizes manufacturing and procurement to support demand based on demonstrated capacity. Takeaway: Monitor key asset capacity; underutilization is as detrimental to costs as overutilization.  ✅ Integrated Reconciliation (IRR): Consolidates the financial outlook and vets gap-closing proposals.  ✅ Management Business Review (MBR): Final leadership alignment on a 24-month outlook to decide on trade-offs and investments. The highlight was a group exercise Mike facilitated where we represented different functional areas: Commercial Sales & Marketing, Distribution & Logistics, and Manufacturing & Procurement. We simulated a real-world crisis—a massive 4x demand spike for Listerine during a global pandemic. The exercise helped demonstrate how these departments must pivot in unison to manage raw material shortages, optimize capacity, and ensure product reaches customers when they need it most. ✨ Key takeaways from the Session • Variable Horizons: Planning windows (typically 4–24 months) vary based on industry, product, and organizational size.  • Data-Driven: IBP leverages industry-standard metrics to eliminate bias and ensure objective decision-making.  • Cross-Functional Collaboration: Success depends on continuous partnership between Sales, Marketing, Supply Chain, and Finance.  • Execution vs. Planning: Organizations must bridge short-term execution (S&OE) with the long-term IBP window to navigate disruptions.  • Modern Tech & Data Quality: With AI integration, data harmonization and quality are now critical for reliable planning Thank you, Mike, for sharing your expertise and helping the Rutgers EMBA Class of 2027 bridge the gap between classroom theory and world-class strategic leadership! 🎓 Special thanks to Professor Joe Agresta for inviting Mike and continuously helping our cohort connect with distinguished industry leaders. This bridge between academic theory and real-world leadership is invaluable to our growth. #RutgersEMBA #SupplyChain #IntegratedBusinessPlanning #Leadership #EMBAClassOf2027

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