Supply Chain Shaman
AUGUST 2, 2017
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. Businesses are different. Reporting Structure.
Supply Chain Shaman
AUGUST 2, 2017
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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Supply Chain Shaman
MAY 18, 2019
I spent time this week completing reference calls on the use of S&OP technologies. Eerily the case studies sound the same as the ones heard when I completed S&OP research in 2004. Eerily the case studies sound the same as the ones heard when I completed S&OP research in 2004. What am I hearing?
Supply Chain Shaman
JUNE 3, 2019
A lemming’s population rises and falls. In this blog post, I share quantitative research, mixed with stories, of Sales and Operations Planning (S&OP). Let’s face it folks, we have acted as lemmings over the last decade when it comes to S&OP. Effective S&OP takes work.
AIMMS
SEPTEMBER 19, 2018
The conference, organized by Supply Chain Shaman Lora Cecere and her team, was structured around a compelling theme: “imagine the supply chain of 2030.” Require more robust risk management enabled through what if’s, simulations, and scenarios . They also prefer SaaS models that place a strong focus on innovation.
AIMMS
SEPTEMBER 19, 2018
The conference, organized by Supply Chain Shaman Lora Cecere and her team, was structured around a compelling theme: “imagine the supply chain of 2030.” Require more robust risk management enabled through what if’s, simulations, and scenarios. They also prefer SaaS models that place a strong focus on innovation.
Supply Chain Shaman
APRIL 25, 2019
The broader concepts of connecting from the customer’s customer to the supplier’s supplier are largely forgotten. My focus is on process flows from the customer’s customer to the supplier’s supplier. John’s Vision of Supply Chain Planning. What do you think of John’s vision?
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