Remove 2003 Remove Conference Remove Metrics Remove S&OP
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Four Strategies What Worked

Supply Chain Shaman

I am unsure how many business teams I had the good fortune of working with, but a casual count nears 3,000 over 20 years with over 500 conference speaking opportunities. If you participate, I will gladly share your organization’s results.). Investment in Descriptive Analytics. Analytics Deployment. A Clear Strategy.

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Do Supply Chain Planning systems generate any value?

Kinaxis

While MRP and S&OP were defined as early as the 1980s, these provided rough cut analysis at the aggregate level, nowhere near the level of detail that is possible today. Now they want to deploy an S&OP process. Their words. As a result, the best implementations are usually not the fastest.

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Integrated Business Planning: A New Narrative for an Old Process

Supply Chain Trend

The monthly cycle of S&OP meetings has been the forum in which a firm’s forecasts have been presented and reconciled across functional areas. This traditional IBP is not set up for a fast-changing world, where speed of decision making confers a competitive advantage. The authors detailed a sequential S&OP cycle around a.

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How do we Drive Invention to Innovation in Planning?

Supply Chain Shaman

At the event, James Rice, MIT, spoke on innovation, and his reflections on Clayton Christensen’s 1997 classic business book, the Innovators Dilemma. Christensen’s concept is that businesses will reject innovation based on the fact that the customer cannot currently use the innovation delaying the adoption of great ideas.