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5 Recommendations towards a Resilient S&OP

Logistics Viewpoints

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.

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Lassoing S&OP

Supply Chain Shaman

To align S&OP. As companies transitioned from regional to multi-national organizations, Sales and Operations Planning (S&OP) processes proliferated. The average company has seven S&OP processes, but a global chemical company averages over 30. Form and Function of Inventory. Technologies.

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Lassoing S&OP

Supply Chain Shaman

To align S&OP. As companies transitioned from regional to multi-national organizations, Sales and Operations Planning (S&OP) processes proliferated. Today, the average company has seven S&OP processes, but a global chemical company averages over 30. Each defining S&OP differently.

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Sales & Operations Execution (S&OE) vs. S&OP

ToolsGroup

S&OP (Sales & Operations Planning) and SI&OP (Sales, Inventory & Operations Planning) are two well know acronyms. Now Gartner has added an acronym with a distinctly different twist, Sales and Operations Execution (S&OE). S&OE offers a dampening effect.

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S&OP: Middle-aged or Never Grown Up?

Enterra Insights

Sales and Operations Planning (S&OP) has been around for three decades. Many pundits, however, believe the S&OP process, as originally conceived, needs to change. What’s going on? ”[2] Think back 30 years to around the time the S&OP concept was first developed. They are: 1.

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S&OP 3.0 – The Future of Planning

Supply Chain Trend

Sales and Operation Planning (S&OP) made it’s break through in the 80’s, when Material Requirement Planning (MRP) was the hottest planning methodology around, computer screens had monochrome green letters, our music and dress sense were questionable, and it was common for companies to have a command and control management style.

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The ‘Why’ in S&OP: or How to Find More Meaning

Supply Chain Trend

There is a lot of evidence that S&OP is hard to implement and get right. And when S&OP is implemented it often stalls, doesn’t make enough progress and doesn’t deliver enough value. Maybe at the start of the S&OP project executives buy in and employees are still eager.

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