Remove Metrics Remove Procurement Remove S&OP
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5 Recommendations towards a Resilient S&OP

Logistics Viewpoints

Sales & Operations Planning (S&OP) as a process has been around since the 1980’s. While the terminology evolved, the underlying thesis of S&OP has stayed the same, i.e., bridge the divide between sales forecasts and operational plans while respecting the budget.

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How We Stubbed Our Toe in The Evolution of S&OP

Supply Chain Shaman

I wrote my first report on Sales and Operations Planning (S&OP) while sitting on the floor in the Atlanta airport in 2005 when I was an AMR Research analyst. The model in Figure 1 became the foundational model for the Gartner S&OP model. Sales and Operations Maturity Model from 2005-2008. Figures 2 and 3.

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Supporting S&OP with Stakeholder & Supply Chain KPIs

Silvon Software

KPIs are essential in S&OP as they provide a quantitative framework for gaining visibility, aligning efforts, supporting decision-making, and driving continuous improvement across the business. Ideally, your S&OP KPIs should consist of a mix of strategic, tactical, and operational metrics.

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Tips to Boost Business Alignment Through S&OP

QAD

Enable Optimized Decision-Making In today’s fast-paced business environment, achieving alignment across all departments and trading partners is crucial for sustainable success. Effective Sales and Operations Planning (S&OP) plays a crucial role in enhancing this business alignment.

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Why Organizational Alignment is Critical to the Supply Chain Response

Supply Chain Shaman

Use of Supply Chain Descriptors Most organizations are locked into functional silos driven by functional metrics. Stuck in a rut, supply chain leaders try to punch their way through a set of conflicting metrics and priorities each day. The metrics defining success in manufacturing and procurement do not align.

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Supply Chain Normalcy? Think Again.

Supply Chain Shaman

For organizations layered in functional metrics and driving a cost agenda, this is a tough nut to crack. S&OP is too slow and cannot achieve the needed alignment. Process latency, the time for an organization to make a decision using a traditional S&OP process, is two-to-six weeks. Shift in cycles.

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Organizational Alignment: Overlooked, but So Important.

Supply Chain Shaman

To entice you to participate let’s look at the data more closely. In the supply chain team analysis, note the 21% gap between procurement and manufacturing teams, the 35% gap between sales and operations and the 21% gap between finance and operations. Functional Metrics. To respond, follow this link.