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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.

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.

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

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.

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.

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.

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.

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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What is Sales & Operations Planning?

Sales & Operations Planning: All demand (sales) and supply (capacity, materials) of a product is balanced and planned to secure on-time delivery...

6 Tips for Maximizing Efficiency and Productivity of Warehouse Operations

As a warehouse manager, you would understand that handling warehouse operations are a massive task. One small mistake may affect the efficiency and productivity of the warehouse. You must continually implement measures to optimize various warehouse processes and improve the overall effectiveness of the operations involved. Apart from minimizing downtime and increasing productivity, it is essential to improve your supply chain. Let us look at a few tips that help in achieving the same.

Robot Trucks or Autonomous Vehicles Will Revolutionize the Supply Chain

Most supply chain professionals do not completely understand the disruption and upgrades that autonomous vehicles, specifically what I call robot trucks, will create. Most cannot get past the pitfalls and possible barriers to robot trucks. I define robot trucks with a much broader perspective. I include trucks of all sizes and even internal plant material handling equipment like fork-lifts and automatic guided vehicles (AVGs). The biggest leap is that robot trucks will learn! Many doubters just cannot get past this. Although not complete artificial intelligence (AI), robot trucks will adapt on their own, to conditions and circumstances, and build an open memory of what to do.

Transform Your Supply Chain For Omnichannel

The world is in the early stages of a global supply chain revolution. The Amazon Effect. The Internet of Things. Platform Businesses. The new supply chain will grow beyond omnichannel. It will cross into other industries and markets and will incorporate supply chains of products, information, and finance. All the elements of the New Supply Chain tie together. They are not separate steps. They are not to be selectively chosen or excluded. These are inter-related. The New Supply Chain brings performance excellence.

The 4 Supply Chain Metrics

Metrics are a way to measure performance; and, in turn, communicate that information to key executives in the company.  Their value is how supply chain management is supporting the direction and strategy of the business.  It is important that they present a strategic and tactical understanding of what is happening and how well it is happening. KPIs (key performance indicators) must be measurable.  As a result, numerous metrics are about the logistics components.  Some of these are good.  However, they do not present a view of the total supply chain.  Plus, many have little or no usefulness for the C-suite.   Assessing logistics parts is a node-link approach and does not recognize the supply chain process.