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In my recent Mea Culpa post, I mentioned my prior work on Sales and Operations Planning (S&OP), and the importance of leadership. Leadership and S&OP? If you have walked in the shoes of the supplychain leader, you are probably laughing by now. 60% change management, 30% process and 10% technology.)
The journey for S&OP is a road with many ruts and potholes. In my twenty years of following the progression of S&OP as an analyst, I am amazed at the number of “experts” with so little expertise. Let me start by saying that t he process is not a panacea to solve all supplychain ills.
S&OP Slip Slidin’ Away. …the same is happening in supplychain processes. In Figure 1, note the slippage in S&OP over the past three years. Why is progress in S&OP slip slidin’ away? Great S&OP processes start with clarity of strategy. My conclusion?
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.
Sales & Operations Planning (S&OP) is an established industry process that aims at finding a balance between demand and supply and streamlining cross-functional collaboration. Procurement People should learn the Sales & Operations Planning (S&OP) Process.
” Here is an excerpt from the article: “…it isn’t by becoming more efficient that the supplychains of Wal-Mart, Dell, and Amazon have given those companies an edge over their competitors. According to my research, top-performing supplychains possess three very different qualities. The gap was large.
Over the years, working for and with numerous manufacturing companies, I’ve seen many supplychain practices that cost companies money. Reason #3 Not having end-to-end supplychain visibility. Reason #4 Making key decisions by modelling the supplychain in Excel. by John Westerveld.
The global supplychain is built on three assumptions: rational government policy, availability of reasonably priced logistics, and low variability. In March 2023, the Global SupplyChain Pressure Index fell to the lowest level since November 2008. S&OP is too slow and cannot achieve the needed alignment.
In fact, it’s become internalized to a degree that companies often have several (competing) S&OP pro cesses in different geographies & business units. Why is it that despite its popularity, only 42% of companies rate their S&OP process as effective? . Your S&OP solution should: .
An efficient supplychain strategy is one that takes every aspect of your supplychain into account, from inventory management and warehouse design to freight tendering and transport optimisation. Let’s look at some of the best ways to make your supplychain more efficient.
A lasso is what supplychain leaders would like to have. To align S&OP. As companies transitioned from regional to multi-national organizations, Sales and Operations Planning (S&OP) processes proliferated. Metrics Definition. There needs to be a common definition of supplychain excellence.
A lasso is what supplychain leaders would like to have. To align S&OP. As companies transitioned from regional to multi-national organizations, Sales and Operations Planning (S&OP) processes proliferated. The proliferation of S&OP is not a trivial topic. Metrics Definition.
Definition As I follow the evolution of supplychaintechnology, I am struck by what I see as a stream of paradox and anomaly, and the tendency of supplychain leaders to cling to convention. Let’s explore nine in this blog. technologies. Building the Effective Global SupplyChain.
Sales and Operations Planning (S&OP) is in a renaissance. With growth slowing and complexity rising, S&OP is more important than ever. It is not sexy, and it requires hard work; but the greatest value of S&OP is profitable growth. The technology choices are not black and white. The reason?
“May you live in interesting times,” widely attributed as a Chinese curse, some claim this as a blessing; whichever side you take, this is exactly what’s happening in the supplychain world since 2020, and it looks like we will be living with this blessing/curse for a while longer. Emerging Themes for SupplyChain Planning.
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. However, this mature team found the technology insufficient.
by CJ Wehlage The SupplyChain Insights annual conference was held on September 10-11, 2014 at the Phoenician in Scottsdale, Arizona. Great memories here, as so much has changed in the supplychain research world these past 5+ years. All ex-AMR analysts on the stage, talking about the ‘Top 15 SupplyChains we Admire’.
I will also pen my 95th report for this week’sSupplyChain Insight’s newsletter. We now reach 23,000 supplychain leaders globally with our newsletter and have over 50,000 views/month on Slideshare. It is one that is often asked: “S&OP How Do I Get Started?”
Sales and Operations Planning (S&OP) is over thirty years old. With the rise of the global multi-national, S&OP increased in importance as a way to align and drive organizational balance. Today, companies do not have one S&OP solution. Our journey to better understand S&OP continues.
An effective S&OP plan is the goal of many, but there is no clear industry definition of an effectiveness. To better understand the characteristics of an effective S&OP plan, we just completed a study of seventy-three companies. 2) Tie the S&OP Plan to Execution. This is a maturity factor.
This is a story for the Eds, Franks, and Toms working together in supplychains across the globe. It is also a story for a young supplychain manager attempting to make a difference, but feeling stymied. My job, as the plant engineering manager, was to drive innovation and implement technology improvement.
When reviewing strategy decks for supplychain teams, I often see statements like “move from a functional-silo’d focus to a drive a more holistic response.” Companies became less clear on the definition of supplychain excellence and how to implement decision support technologies.
” I think it is the most complete assessment of the S&OP value proposition I have seen in the industry. Names for the Cross-Functional Process to Align Demand and Supply. Building S&OP maturity takes time, discipline and focus. No two companies are the same, and there are many technologies used.
by Trevor Miles I have been in the advanced planning and scheduling (APS) space since 1995 when I joined i2 Technologies in Europe. Before that I was in management consulting doing what would be called supplychain design or reengineering today. Now they want to deploy an S&OP process. Their words.
Businesses are grappling with many uncertainties, from fluctuating market trends to unforeseen supplychain disruptions. This turbulence sends ripples through their sales and operations planning (S&OP) process, adding complex layers and challenging the essence of effective decision-making.
Over the course of the last two years, we at SupplyChain Insight s have worked on a methodology to gauge supplychain improvement. We named it the SupplyChain Index. We have found that supplychainmetrics are gnarly and complicated.During Background on the SupplyChain Index.
Today, we published The SupplyChains to Admire for 2023. Nvidia, Northrup Grumman, PACCAR Inc, PCA (Packaging Corporation of America), ResMed, Rockwell Automation, Ross Stores, Taiwan Semiconductor Manufacturing (TSMC) Company, Tempur-Pedic, TJX, Toro, Toyota, West Pharma, United Tractors, and Urban Outfitters. I admit it.
In fact, it’s become internalized to a degree that companies often have several (competing) S&OP pro cesses in different geographies & business units. Why is it that despite its popularity, only 42% of companies rate their S&OP process as effective? . That was a big eye-opener for us.
One day, a product is flying off the shelves, and the next, it’s gathering dust. That’s why staying on top of the latest supplychain planning trends is so important – they can make all the difference when it comes to staying competitive, reducing costs, and meeting your customers’ needs.
Many organizations are still struggling to understand and implement basic Sales and Operations Planning processes to cope with supplychain disruption. Unfortunately, the definitions of S&OP and IBP are often confusing as they seem to be both distinct and overlapping processes. There’s a clue in the name.
In a survey of 150 global manufacturing executives, 47% committed to improving supplychain visibility and tracking. According to the Global SupplyChain Disruption and Future Strategies Survey Report, this goal was the top-ranked planned tool investment. What is supplychain visibility?
I feel that topic of supplychain management is analogous to the downward cycle of the news channels. What Drives SupplyChain Excellence? I analyze supplychain management. There is the story of aggressive sales teams over-hyping the promise of technology to drive balance sheet improvement.
Therefore, traditional push-driven supplychains are wholly unfit for this situation. 1] Mohawk sought to profit from the resurgent demand for ‘ analog experiences ’ by owning the fine paper space and transforming its extended supplychain. Their S&OP program, however, was only the beginning.
For businesses of all sizes, the digital transformation of supplychain planning became the most important initiative. . Considering this surge in digital transformation and the changing needs of 2021, here are some insights and tips for embarking on SupplyChain Digital Transformation projects.
I have read your report on S&OPtechnologies, and I have some questions.” The wonderful thing about the work I do at SupplyChain Insights is that I can now connect to people I do not know through my blog, and they are able to reach out to me directly to have a discussion. The call continued.
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. But how do you know if you are using the right KPIs, including both stakeholder and supplychain performance measures?
In the process, I discovered that the average process manufacturing company has reached a plateau in supplychain performance. I believe that we have reached a plateau and that supplychain performance is declining. A Need to Rethink Technologies? Growth has stalled. ” I think that this is true.
It is tough because operations and commercial teams are not naturally aligned, and the implementation of an S&OP process is not a quick fix. The processes of S&OP are now over 35 years in evolution. They are different because in today’s organization, there is not one S&OP process.
The attendees were sitting on the edge of their seats to hear about the next release of Llamasoft software. The market for network design tools was growing at a moderate rate, and most of the market had invested in technologies from either i2 Technologies (then termed i2 Strategist) or Logictools. The theatre was packed.
Yesterday, I finished a post on supplychain planning maturity. A client had asked me, “How do I know if we have a mature supplychain planning organization?” Excellence in supplychain planning is a cultural shift. The average supplychain leader has five distinct supplychains.
Over the last five years, I have helped two companies, Sonoco Products and Owens Illinois (OI) with their selection of technologies to improve Sales and Operations (S&OP) planning. They were unclear on their supplychain strategy and the role of supplychain planning. Owens Illinois (OI), a $6.3
I have worked for Gartner Group, AMR Research, Altimeter Group and now my own company, SupplyChain Insights. I have now been an industry analyst in the supplychain management space for ten years. This month, I am proud that the SupplyChain Insights team will announce the SupplyChain Index.
” The next call was with a technology provider. Let’s start with the basics. In traditional advanced planning applications (APS) for a manufacturing company, the forecasting model’s role is to generate a time-series forecast in the tactical horizon (outside of lead time). (An Bear with me. Models Matter.
by John Westerveld Over the years, working for and with numerous manufacturing companies, I’ve seen many supplychain practices that cost companies money. Reason #3 Not having end-to-end supplychain visibility. Reason #4 Making key decisions by modelling the supplychain in Excel.
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