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In today’s volatile markets, aligning financial planning with operational execution is more than just an efficiency play-it’s a strategic necessity. By choosing to monetize S&OP—that is, translating operational forecasts into clear financial metrics—companies can unlock new levels of profitability, agility, and strategic clarity.
If you were still haven’t prepared your supplychain, now is the time to act. Rather than make a Hail Mary move, you need a strategic framework that shifts your supplychain from short-term, reactive firefighting to long-term adaptability. And you need something that delivers return on value along the way.
Do Invest in Distributor Capability Building : Provide training, digital tools, and performance incentives. Do Set Clear KPIs and Governance Structures : Establish transparent metrics for sales, coverage, and service levels. A well-equipped distributor is an extension of your brand and a key to market penetration.
Nevertheless, a little-known Chinese artificial intelligence start-up named DeepSeek did just that and overnight became one of the world’s most famous companies. ” DeepSeek’s strategy seems to be working. ” Concerns abound about the trustworthiness of any software coming out of China.
Recently, on the Auto SupplyChain Prophets podcast , my co-host Jan Griffiths, a prior VP of SupplyChain at a major Tier 1, and I reflected on these dynamics as we discussed the critical importance of developing a collaborative yet rigorous approach to supplier management and performance.
How Do IT SupplyChain Attacks Actually Happen? - How Do IT SupplyChain Attacks Actually Happen? By Richard Pearson (pictured) Content Writer 49 Views IT supplychain attacks are no longer rare. What Is an IT SupplyChain Attack? Why Attack the SupplyChain?
Customer Portal Partner Portal Contact John Galt Solutions Atlas AI-driven SaaS platform that connects and orchestrates your entire supplychain. Amid the challenges, data is the essential enabler – the fuel that powers supplychain planning to build agility and resilience.
This posting is the third installment in our ongoing supplychaintechnology market education series. In Part One of the series , Michael observed that standard sourcing solutions struggle in efforts to support direct materials sourcing because of specific challenges in the software design and why.
In the supplychain management industry, words swirl but lack definition. Will we transform and improve supplychain planning systems based on AI? Over the past decade, over 320,000 supplychain leaders have followed me on LinkedIn. (I The winds of change transform industries. Again, who knows?
SupplyChain Digest Says. Click here to send us your comments Highlights of the interview are provided below: Q: Why is it critical for supplychain planning leaders to evolve their roles to more proactively shape business decisions in today’s environment? What do you say?
India remains committed to a bilateral deal that’s “fair, balanced and mutually beneficial,” the government said in a statement. Shifting Stance For much of this year, the Modi government had adopted a conciliatory approach toward Trump, revamping India’s tariff structure and offering several trade and immigration concessions to the U.S.
The journey for S&OP is a road with many ruts and potholes. In my twenty years of following the progression of S&OP as an analyst, I am amazed at the number of “experts” with so little expertise. Let me start by saying that t he process is not a panacea to solve all supplychain ills.
In my recent Mea Culpa post, I mentioned my prior work on Sales and Operations Planning (S&OP), and the importance of leadership. Leadership and S&OP? If you have walked in the shoes of the supplychain leader, you are probably laughing by now. 60% change management, 30% process and 10% technology.)
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.
I will also pen my 95th report for this week’sSupplyChain Insight’s newsletter. We now reach 23,000 supplychain leaders globally with our newsletter and have over 50,000 views/month on Slideshare. It is one that is often asked: “S&OP How Do I Get Started?”
The agribusiness supplychain is highly complex. It’s not limited to managing crops and livestock, but encompasses all equipment, services, and product processing as well as commercialization. A well-executed S&OP process can go a long way to help organizations rein in some of this complexity.
I spent time this week completing reference calls on the use of S&OPtechnologies. Seeking the next sequel in technology adoption, I want to write how the confluence of new technologies changed companies’ abilities to improve decisions. Clarity on SupplyChain Strategy. What am I hearing?
The global supplychain is built on three assumptions: rational government policy, availability of reasonably priced logistics, and low variability. In March 2023, the Global SupplyChain Pressure Index fell to the lowest level since November 2008. S&OP is too slow and cannot achieve the needed alignment.
Regional supplychain companies are attempting to define global requirements. They are well versed in requirements for regional supplychain planning, but they are attempting to redefine their processes and be more global. Success in SupplyChain Planning Is a Flip of a Coin. You would be right.
A lasso is what supplychain leaders would like to have. To align S&OP. As companies transitioned from regional to multi-national organizations, Sales and Operations Planning (S&OP) processes proliferated. A frequent mistake is letting each business build their own systems without governance.
A lasso is what supplychain leaders would like to have. To align S&OP. As companies transitioned from regional to multi-national organizations, Sales and Operations Planning (S&OP) processes proliferated. The proliferation of S&OP is not a trivial topic. Let me explain.
However, the lag in the Sales and Operations Planning (S&OP) cycle exacerbates issues like inaccurate forecasting, reduced agility, higher error rates, increased costs, limited scenario planning, and sustainability challenges, ultimately undermining supplychain performance and eroding executive confidence in the supplychain as a value driver.
Life for the supplychain leader is more complex. We are living in a world of rich supplychain case studies. Each day, the Wall Street Journal features a supplychain failure as front-page news. Traditional processes accelerate the bullwhip impact leaving leaders chained and forced into reactive behavior.
I wrote my first report on Sales and Operations Planning (S&OP) while sitting on the floor in the Atlanta airport in 2005 when I was an AMR Research analyst. The model in Figure 1 became the foundational model for the Gartner S&OP model. However, this mature team found the technology insufficient.
Ron Crabtree and Joe Lynch discuss SupplyChain 2030. Summary: SupplyChain 2030 In this podcast, Joe Lynch and Ron Crabtree delve into the critical challenges and trends shaping the future of the supplychain industry. They’ll diagnose your problems and get you back on track, fast.
What’s on the horizon for supplychain professionals? Many are relying on advanced analytics to optimize their supplychain for sustainability. Dubbed YAFO, the modeling tool also helps users understand how forests will adapt to a changing climate, drawing on data from multiple European countries. .
a leader in supplychain innovation powering the sustainable and resilient enterprise, is committed to helping food and beverage, consumer packaged goods and durables, process manufacturing and fashion brands gain greater visibility, traceability and compliance within their supplychains. Logility, Inc., About Logility.
Businesses are grappling with many uncertainties, from fluctuating market trends to unforeseen supplychain disruptions. This turbulence sends ripples through their sales and operations planning (S&OP) process, adding complex layers and challenging the essence of effective decision-making.
The agribusiness supplychain is highly complex. It’s not limited to managing crops and livestock, but encompasses all equipment, services, and product processing as well as commercialization. A well-executed S&OP process can go a long way to help organizations rein in some of this complexity.
When reviewing strategy decks for supplychain teams, I often see statements like “move from a functional-silo’d focus to a drive a more holistic response.” Companies became less clear on the definition of supplychain excellence and how to implement decision support technologies.
Note: Today’s post is part of our “ Editor’s Choice ” series where we highlight recent posts published by our sponsors that provide supplychain insights and advice. Today’s article is from Ahmad Jiwani at Coupa and looks at supplychain design. How often do you revisit and update your supplychain designs?
Disruptions are the norm in supplychain planning leaders. Gartner research reveals that 60% of chief supplychain officers (CSCOs) are under pressure to make real-time decisions faster, more accurately, and consistently. And the stakes are intensifying. We can now decide when to act to mitigate risk in the future.
In Figure 1, I share a supplychain planning taxonomy or what I lovingly term an old-fashioned jalopy. Few companies design their supplychains (research data shows that 9% of companies actively design their supplychains), and few planning systems actively analyze and drive answers to the questions: Do I have a good plan?
Companies of all sizes have been capturing the value from Global SupplyChain to increase the economies of scale and scope for years. In this article, we will show you tips from worldwide experts that you can use to streamline your global supplychain operations. However, you may wonder what kind of practices really work.
In the last six months, in my travels, I have presented to supplychain teams in China, Belgium, France, Germany, Peru, Mexico, Netherlands, South Africa, Singapore, and the United Kingdom. I strongly feel that if I am going to cover the global supplychain that I need to experience it. A Personal Reflection.
Is it identical to sales and operations Planning (S&OP), an extension of it, or something altogether separate? Call it what you want, IBP is probably best thought of as mature S&OP. Integrated business planning is a new level of visualizing, evaluating and optimizing your supplychain.
In 2012, I published an article on Sales and Operations Technology (S&OP) Maturity. (I The report centers on the concept of moving from inside-out to outside-in technologies. An outside-in model requires a redefinition making today’ssupplychain planning technologies legacy investments.
Kinaxis recently asked me to author a blog series on the topic of Sales and Operations Planning (S&OP). Naturally, I was flattered to be asked to contribute to their popular 21 st Century SupplyChain blog. In addition, prior to becoming a consultant, I was a practitioner in industry, managing S&OP processes.
So are supplychain leaders. 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.
Companies and supplychains continue to face unprecedented challenges and, in some cases, unprecedented opportunities. To be successful in this volatile environment leaders must focus on supplychain planning and more specifically Integrated Business Planning (IBP).
If AI Technologies Can Think & Act Like "Us" Where do "We" Go? The application of AI technologies has created the ability to understand, store and use product information in an entirely new way. AI technologies have become one of the defining facets of high tech. AI is a controversy of deep, lasting dimensions.
What’s on the horizon for supplychain professionals? Here are three supplychain trends to consider. . Many are relying on advanced analytics to optimize their supplychain for sustainability. Supporting S&OP with prescriptive analytics . Sustainability on the agenda.
by Prasad Satyavolu Last week, Trevor Miles wrote “ SMAC in the Middle of SupplyChain Change ” and it made me recall the dozen or so articles I’ve read recently on the Internet of Things (IoT). Umberto Eco writes that “Any fact becomes important when it’s connected to another.” What do you think?
Your supplychain and S&OP process isn’t immune to the impacts. Keeping up with digitization, big data and the Internet of Things (IoT) requires a supplychain that’s flexible, scalable and adaptable. The key is running two modes within your supplychain simultaneously.
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