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Nine Myths of S&OP Technology Selection

Supply Chain Shaman

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. S&OP is moving to the cloud. The reason?

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Inventory Management: We Can Do Better

Supply Chain Shaman

Each day through the COVID-19 pandemic, I tune into Anthony Cuomo’s (governor of New York) daily briefings. His opening line is, “Let’s start with facts. While we all have opinions, let’s start by reviewing the facts.” So, let’s start with the data. Balance in S&OP.

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A Short Guide to Behavioural Coaching in Support of World Class S&OP

Supply Chain Trend

To be most effective, S&OP requires a positive, growth-oriented, mentally tough mindset as well as constructive behaviours. It is unlikely that a critical mass of effective behaviours is present in every company that implements S&OP. Why we need Behavioural Coaching for effective S&OP.

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How to Coach in Support of World Class S&OP #1

Supply Chain Trend

An S&OP implementation requires many changes, not the least behavioural change. However, there are different behavioural change requirements during S&OP maturity stages. In four posts, four coaching phases will be explained to support leaders with behavioural change in different S&OP maturity phases.

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A Short Guide to Improve Behaviours in Support of World Class S&OP

Supply Chain Trend

To be most effective, S&OP requires a positive, growth-oriented, mentally tough mindset as well as constructive behaviours. It is unlikely that a critical mass of effective behaviours is present in every company that implements S&OP. Why we need Behavioural Coaching for effective S&OP.

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Intelligent IBP: A Need for Decision Centricity

Supply Chain Trend

But it is good to remember that the early pioneers always designed S&OP, the predecessor of IBP, as an executive decision-making forum. Palmatier and Crum (2002), Coldrick, Ling, and Turner (2003) and Bob Stahl (2009) all assert that S&OP is first and foremost an executive decision-making process.

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Intelligent IBP: A Need for Decision Centricity

Supply Chain Trend

But it is good to remember that the early pioneers always designed S&OP, the predecessor of IBP, as an executive decision-making forum. Palmatier and Crum (2002), Coldrick, Ling, and Turner (2003) and Bob Stahl (2009) all assert that S&OP is first and foremost an executive decision-making process.