Regarding supply chain trade-off curves: trade-off, shmade-off…if you don’t like your current frontier, change it.
In Part 1: An S&OP Q&A with SCM World’s Kevin O’Marah we discussed the drivers impacting S&OP, the value of the process and the changing rhythm of S&OP meetings. In Part 2 we will talk about the changing role of S&OP, the difference between tactical and strategic S&OP and the benefits a robust, mature process can bring to your organization.
Since 2009 we have worked with industry publication Consumer Goods Technology to check the pulse of sales and operations planning (S&OP) in the consumer goods industry. This week we have kicked off the 2015 research project and invite you to participate and share your thoughts and experience on the adoption and evolution of S&OP within your organization.
Recently I had the pleasure to sit down with Kevin O’Marah, Chief Content Officer at SCM World, to discuss one of the hottest topics in supply chain—sales and operations planning (S&OP). From top drivers to best practices and benefits, we covered a lot of ground in this two part post.
We’ve seen many companies reach plateaus in their S&OP maturity. For some organizations, the momentum slows shortly after they successfully balance demand and supply volumes. This is the point where, in order to keep the S&OP benefits growing, ownership of the S&OP effort must expand beyond the primary jurisdiction of the supply chain team.
The digital business is here. It is now.
This was the opening statement of the 2015 Gartner Supply Chain Executive keynote address delivered by Peter Sondergaard, SVP of Research for Gartner. There are quite a few compelling stats behind this statement.