International Institute for Analytics

Inquiry:

We want our supply chain team to expand their efforts beyond demand forecasting. Where are the low-hanging fruits where a centralized advanced analytics team could provide value? Alternatively, is demand forecasting actually a good use of our resources?

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What are some best practices for writing third-party vendor contracts to ensure that we receive the best possible transactional data? One challenge is that we don’t pay for the data we’re receiving.

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As a global manufacturing company with factories and distribution centers in many countries we’d like to do more with supply chain analytics. How do we get started?

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As a media subscription service, we have a lot of customer data, but are behind the curve when it comes to using it for personalization to improve customer experiences. What should we look at to become more customer-centric?

Google has only delayed the inevitable – the end (of third-party cookies) is still coming. Despite Google announcing that it would stop tracking third-party cookies back in January 2020, many analytics teams, both Marketing Analytics and Enterprise Analytics teams, are still working on ways to manage this immense change. We have more time, but we need to use it wisely. Join Sara Stevens, Vice President, Digital Capabilities at Epsilon as she shares some proven approaches, with a focus on privacy first, identity over identifiers, and leveraging first-party data.

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We have extensive loyalty club data and perform extensive membership analytics. What should we be thinking about when it comes to data monetization? What types of data governance are necessary for our current state? Beyond membership analytics, what are some common use cases we should consider focusing on next?

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We are focusing on improving our digital user experience and would like to speak with someone who can help us better understand what data is available for us to collect at this point in time.

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We recently joined enterprise analytics and BI into one team. As we merge into one corporate support function, what should we focus on, especially when it comes to serving business lines and functions that also have embedded analysts?

Tax agencies manage the essential flow of revenue to governments. That core mission has expanded even as their resources remain constrained. And they face the challenges of any major financial services organization – serve customers, operate efficiently, prevent fraud, and adjust to changing economic and social conditions. To explore how data and analytics can assist agencies in meeting those challenges and forwarding their missions, IIA spoke with Shaun Barry, Director of Government Fraud & Security Intelligence Solutions at SAS Institute, and Deborah Pianko, Principal, Government Fraud & Security Intelligence Solutions at SAS Institute.

Inquiry:

We’ve been challenged to identify a monetary value for our predictive models. Do we stick to talking about their potential value or is there another way to approach leaderships concerns about ROI?