"In 5 to 10 years, the hybrid MRP/DDMRP solution will be the norm"

The "demand driven" methodology derived from "lean management" benefits from a genuine momentum thanks to an economic and industrial environment more uncertain than ever. For Jérémy Catteloin, supply chain management expert, the demand driven vision is a key lever for performance improvement that should gradually establish itself, in association with the historical flow management solution MRP – Material Requirement Planning.

- You speak of the DDMRP solution as a key lever for performance improvement. What other factors come into play?

Human factors are obviously essential, I am thinking notably of the management style and the maturity level of the teams. This goes hand in hand with the necessity to have performance management tools that are more modern, more visual, more automated...

We gladly talk about innovative solutions and it's definitely a strategic aspect, but there must be consistency among the different dimensions which are processes, organization, systems, and the skills of the men and women who make the supply chain. These four dimensions must be at the same level of maturity, because you can have super competent people, but if you don't have the right tools to face them, you are very restricted.

There are also organizational topics, it happens that supply chain teams undergo conflicting instructions from top management who says for example "we need to reduce stocks" while one has to plan, structure, and optimize a supply chain working on different time horizons and with a systemic logic.

When developing an innovative solution like we do at BEVOLTA, we must always put ourselves in the users' shoes, all users' shoes! Whether they are operational or top management. It seems obvious, yet it is rarely the case. But for a solution to work, users must embrace it. I believe it's one of the key elements of our success. At BEVOLTA, we didn't just want to create efficient software. We absolutely wanted a solution that was simple and pleasant for users. The fact that they adopt it quickly and that recommendations mainly occur through users thereafter, is the reward for a lot of research work and a fine understanding of the field.

- If DDMRP is a key lever for performance improvement, why don't big ERP publishers delve into it?

They are starting! But pure player publishers like BEVOLTA, who ventured into this field 7 years ago, have taken a lot of lead and now benefit from sought-after expertise, with already great success stories.

- Are you encountering obstacles in the face of a DDMRP methodology that remains relatively recent in France?

We are still encountering resistance, notably among certain IT managers who might rightly hesitate before entrusting the core of their supply chain management to companies like BEVOLTA which remain small compared to large ERPs. However, when these blockage situations are overcome, there is now genuine enthusiasm for the method and tools of DDMRP. Moreover, the basic foundation is much more robust today because it covers many processes in the supply chain, with concrete feedback from a whole range of industries. Additionally, we rely on consulting partners from the "big 4" or more targeted by supply chain according to the cases. All this facilitates the conviction of decision-makers.

In any case, obstacles are going to be gradually removed and within 5 to 10 years all eligible sectors will switch to a hybrid MRP/DDMRP mode depending on products and levels in the supply chain. That's when tools like BEVOLTA, which can already manage in DDMRP or classic MRP, will be best positioned to ensure this hybridization of management modes. There will be no more debate on MRP or DDMRP, the focus will be on the most elaborate "best-of-breed" to tackle agility, flexibility, and resilience challenges in supply chains.

Interview conducted by Ghislain Journé