SUPPLY CHAIN MINDED

Planning & Forecasting Articles

Static Inventory an Untapped Source of Working Capital

  Static Inventory an Untapped Source of Working Capital

Inventory management policies that fail to keep pace with shifting product demand can lock up valuable working capital, especially in volatile markets. By dynamically managing inventory without compromising service levels, companies can free up these unexploited reserves of working capital.

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S&OP, a vision for the future. An interview with Eric Tinker

  S&OP, a vision for the future. An interview with Eric Tinker

In the last 30 years S&OP improved performance in many businesses. However, S&OP has not yet substantially delivered on its ultimate promise of enterprise wide resource management, rolling financial forecasting and strategy deployment. Whatever maturity model or consultancy support companies use, S&OP seems to get stuck. Worse, overall S&OP development and progress seems to have stalled. It sometimes seems like S&OP is stuck in a time warp, where the same old things as 30 years ago are being discussed.

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Improving behaviours in support of world class S&OP: Coach for Excellence

  Improving behaviours in support of world class S&OP: Coach for Excellence

An S&OP implementation requires many changes, not the least behavioural change. However, practitioners indicate that behaviours are not addressed enough in S&OP implementations. There are different behavioural change requirements during S&OP maturity stages. In three posts, three coaching phases will be explained to support leaders with behavioural change in their S&OP journey. These are; Coach to change, coach to sustain and coach for excellence; coach for excellence.

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Improving behaviours in support of world class S&OP: Coach to Sustain

  Improving behaviours in support of world class S&OP: Coach to Sustain

An S&OP implementation requires many changes, not the least behavioural change. However, practitioners indicate that behaviours are not addressed enough in S&OP implementations. There are different behavioural change requirements during S&OP maturity stages. In three posts, three coaching phases will be explained to support leaders with behavioural change in their S&OP journey. These are; Coach to change, coach to sustain and coach for excellence. In this post; coach to sustain.

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Improving behaviours in support of world class S&OP: Coach to Change

  Improving behaviours in support of world class S&OP: Coach to Change

An S&OP implementation requires many changes, not the least behavioural change. However, practitioners indicate that behaviours are not addressed enough in S&OP implementations. There are different behavioural change requirements during S&OP maturity stages. In three posts, three coaching phases will be explained to support leaders with behavioural change in their S&OP journey. These are; Coach to change, coach to sustain and coach for excellence

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How to address cultural differences in S&OP

  How to address cultural differences in S&OP

The success of Global S&OP depends on, among other things, how well a company adapts to the local culture when developing and implementing it. Cultural issues are important and this post makes some suggestions on how to deal with this. We may be able to change the culture of a company, but not the culture of a country.

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The rise and fall of S&OP

  The rise and fall of S&OP

There is no doubt that over the years, S&OP has brought companies around the world many valuable business improvements. This article argues that after existing for over 30 years, the development of S&OP as an end to end business management process method has come to a standstill. This standstill is threatening the very existence of S&OP.

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The 6 ultimate signs of S&OP maturity

  The 6 ultimate signs of S&OP maturity

There are many S&OP maturity models available straight from the internet. This article discusses 6 elements an S&OP process needs to have to call itself highly mature.

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The dirty little secrets of S&OP

  The dirty little secrets of S&OP

Sales & Operations Planning (S&OP ) is a horizontal end to end business process which found its origin in manufacturing in the 80’s. Well implemented S&OP it adds lots of business value. However, there are many obstacles to develop effective S&OP. This article talks about S&OP obstacles that usually nobody dares to mention.

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Seven steps to support a sustainable S&OP culture

  Seven steps to support a sustainable S&OP culture

Sales & Operations Planning (S&OP ) is a horizontal end to end business process which found its origin in manufacturing in the 80’s. Well implemented S&OP is the basis for collaborative planning with customers and suppliers or rolling forecasting and budgeting. These are much desired planning capabilities for many organizations. This article describes 7 steps to build a sustainable S&OP culture.

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