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.
The other day I was wrapped in a conversation about speed and it reminded me of a very interesting blog post in the Harvard Business Review I read last year about General Electric applying concepts of Lean Startups to appliance design. The part that resonated with me is the emphasis on speed.
Allocation processes and their supporting technology are getting a fresh look by retailers of late.
So, why are Allocations so important? Spotting the big product trends is critical for the retailer’s brand. But just as important is ensuring merchandise gets to the right channels and store locations in the appropriate quantities to gain happy customers and higher revenues.
Predictable financials are as much, if not more, important today as they were 25 years ago. Today’s sales and operations planning (S&OP) process encompasses people, process and technology to create a business plan that will deliver the predictable financials executives seek.
Recently, I sat down with Karen Francois of Caribou Coffee to discuss their supply chain journey. This company’s supply chain transformation is impressive and enviable and I encourage you to watch the webcast, Caribou Coffee – More than Counting Beans, to learn more about how this manufacturer, distributor and retailer is progressing towards a robust sales and operations planning (S&OP) driven organization.
With a multitude of emerging tools and techniques available to support and expand business, it is an exciting—and challenging—time to be a retailer. Consumers want a seamless omni-channel shopping experience which requires more functional capabilities than ever before.