This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
Access to Unique Process and Asset Capabilities: Some suppliers offer unique skills, technologies, or processes that are not available in-house or through other sources. Or they may have expertise in manufacturing processes and have flexible capacity to allow contract manufacturing for new product introduction.
What’s missing? In May 2025, one in seven home-purchase agreements fell through resulting in the cancellation of 56,000 purchase contracts. Each is attempting to slather AI on today’s offering: this fueling a hype cycle for agentic AI. Technology can change or even improve work. It is a landgrab of sorts.
Today’s planning market is muddy : the methodology is inadequate to compare entities that are not alike. I liken today’s selection process to making a bowl of minestrone soup. Let’s play out the analogy. Let’s have an honest discussion. Let’s go back to OMP. How so, you might ask?
Below are the individual web links and prime takeaway messages from each of our prior postings: Part One : Michael observed that standard sourcing solutions struggle to support direct materials sourcing because of specific challenges in legacy software design. Data and information flow has the context of outside in and inside out.
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. Much of this has to do with needs for deep integration and two way flow of data streams.
A great example comes from a CPG company that restructured its raw material planning by grouping SKUs and locations then aligning these classifications to hit procurement minimums. Customer Portal Partner Portal Contact John Galt Solutions Atlas AI-driven SaaS platform that connects and orchestrates your entire supply chain.
Additionally, working in synergy with Demand and Supply Planning, Blue Yonder’s AI-powered Integrated Business Planning offers near real-time forecasts and recommendations, aligning supply chain and financial objectives, thanks to continuous AI and ML updates.
It requires a collective effort between suppliers, logistics providers, manufacturers, and customers to keep things moving efficiently. Many are integrating Sales & Operations Planning (S&OP) with finance and logistics to improve decision-making. All rights reserved.
In the latter, the leveraging of Salesforce Cloud provides customers with the ability to more readily integrate various manifestations of customer along with product demand data and insights into an existing or planned future business-wide overall sales and operations planning ( S&OP ) or integrated business planning (IBP) process.
Organizations use S&OP as a hammer in search of a nail. As a contrarian voice in the industry, I want to share some research to steer the conversations towards a more fact-based dialogue. (I In this post, I want to focus on tactics that work and don’t drive success based on recent research of 107 business respondents.
The research starts in April and stretches over many weeks as we analyze the different elements and understand the patterns of each industry. Selfishly, we need standard for our research, but we also want to help supply chain leaders gain new insights from a deep data-driven analysis. What Can We Learn from the Research?
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’s Supply Chain Insight’s newsletter. The open content research model is working. Figure 1: Driving Open Content Research. In the course of the cycle of building content–research, writing and speaking–I get many questions. How do I get started?”
Now the writing follows the research. I mix the quantitative research with my observations and interviews, and the posts seem to roll from my fingers. If you would like to participate in a current research study, we would love your help and participation in the contract manufacturing study. It was a struggle!)
Let’s take an example. ” When I asked the question, I got an answer from LinkedIn that the research focused on digital maturity with SAP. The research is generated by SAP. Let’s take another example. Translation of the demand forecast into planned orders to minimize manufacturing constraints.
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. Sales and Operations Maturity Model from 2005-2008. Figures 2 and 3.
According to my research, top-performing supply chains possess three very different qualities. Let’s Start with Definitions: One of the difficulties in supply chain is the lack of common definitions. To help the reader, let’s start with definitions used in our research: Efficiency. What did we find?
In my research, I find that the lack of alignment has a direct impact to value (operating margin and market price to book value). To entice you to participate let’s look at the data more closely. These gaps cannot be closed by a simple focus on S&OP or the implementation of a technology. Functional Metrics.
In research study after study, we see that the greatest challenge to achieving supply chain excellence is the understanding of the supply chain by the leadership team. It combines decisions across sell, deliver, make and source processes to drive value based outcomes. This includes optimization and discrete event simulation.
Importance Versus Effectiveness of Demand and S&OP Planning Solutions. This allows shared services of procurement and transportation to function smoothly to achieve the economies of scale. In the last three years the company has embarked on a path to improve Sales and Operations Planning (S&OP).
Manufacturing is designed and planned in isolation. Comprehensive view of source, make and deliver. Most often the focus is on transportation or logistics, but does not take into consideration the trade-offs between make, source and deliver. Focus is on make, source and deliver together. Manufacturing.
Few companies design their supply chains (research data shows that 9% of companies actively design their supply chains), and few planning systems actively analyze and drive answers to the questions: Do I have a good plan? In the Global Supply Chain, there are More Constraints To Address Than Just Manufacturing. S&OP Is Over-Played.
” The essence of the article was that the leading expert on smoking, Johanna Cohen from John Hopkins in USA Today, bravely admitted that after four years of research that she did not know. It’s what makes science strong. It’s only completely illuminating when we’ve fully turned the knob.
Let me start with a true confession: I am a manufacturing gal. I relished the sound of a manufacturing line when I opened the door of the factory in the morning, and I liked managing inputs so that we could maximize outputs. Manufacturing is the foundation of my interest in supply chain management. It is now part of my DNA.
Frank, the line manager for manufacturing, dominated the meetings. As a result, we shelved Ed’s idea. Testing Ed’s idea was beyond my circle of control. Despite goals to improve agility and resiliency, functional metrics for manufacturing efficiency continually throw the supply chain out of balance.
The research that I have conducted has enabled me to look at this holistically. When I left AMR Research I invested over 400K in building a database of supply chain financial ratios to correlate supply chain results. After three years of research, I have just refined the methodology to start to pull the trends. I am an old gal.
I have worked for Gartner Group, AMR Research, Altimeter Group and now my own company, Supply Chain Insights. Here, I would like to share some background information on the Index and how I intend to use it in developing a higher level of research. It will become one of the cornerstones of our research. How was it developed?
The practices are still emerging and have morphed dramatically over the course of the supply chain leader’s career. For perspective, let’s look back at history. In discrete industries, the early supply chain organizations reported to procurement. Looking Back at History. The goal was efficiency.
It is one of those high-end brands with global recognition, and to my surprise, the manufacturer’s own website did not have any stock and no indication on when it would be available. It provides a single source of truth with visibility and analytics based on the same data. so I went online to order it.
During the 1980s, I was on a management team for a large manufacturer. The Company was attempting to gain economies of scale by grouping manufacturing technologies within a common infrastructure to reap the benefits of a co-generation facility, a centralized warehouse, and a talented administrative team. The problem is more profound.
GEON Performance Solutions purchases plastic pellets and add plastic compounders to make products of different strength, resilience, and flexibility. The roots of IBP are in sales & operations planning (S&OP). S&OP is usually a month-long cross functional process that involves five steps.
I could write a blog about each story, but let’s save that for coffee.) Let’s take a discussion from my DM on LinkedIn from Ryan. ” My response, “Sorry Ryan, the research does not support that increased digitalization brought unprecedented levels of connectivity. I am researcher.
Ever been involved with launching a new manufacturing or distribution company? If so, you know what it’s like to work under pressure to contain costs. They’re familiar to most business users, and easy to learn for anyone who’s just starting their career. S&OP software enables actual business processes.
The use of the term supply chain to describe make/source and deliver as a function is relatively new. Within manufacturing companies, 1/3 of leadership teams have a supply chain human resource teams, yet only 50% are effective. A year ago, I attended a badly facilitated women’s networking conference. I left angry.
Traditionally, planning processes are designed to serve specific time horizons – sales & operations execution (S&OE) is used for short term horizon, sales & operations planning (S&OP) for the mid-term horizon, and integrated business planning (IBP) for long term strategic horizon.
Unlike many research studies, it is a panel that is known. The research is a study of large manufacturers. To have this discussion with the buyer of technology requires a mature analyst and a research methodology that analyzes user satisfaction. I struggle to find both in today’s market.
Let’s Start With Clear Definitions My inbox is full. I am a researcher. Let’s have fun! Let’s start with the definitions: Graph AI uses Machine Learning on graph-based technology to understand the relationships between variables to drive insights. Many of today’s solutions include Narrow AI.
McKinsey & Company research recently revealed that 76% of surveyed consumers experimented with new shopping behaviors during the pandemic primarily because of product availability – an area in which larger competitors have an advantage. And the stakes have never been higher. Yielding Winning Outcomes in a Field of Uncertainty.
Q: Is it only inventory disrupting the agility resulting from inaccurate forecasts by S&OP? Is it S&OP? In the supply chain, variability and volatility come from many sources. Flexible Manufacturing Scheduling Practices: The design of manufacturing processes to flex with market fluctuations.
They were born from well-intentioned, bright professors from great schools – Boston College, Carnegie Mellon, and Massachusetts Institute of Technology (MIT )– in operations research. SmartOps was purchased by SAP. SAP released an S&OP solution using HANA in 2011. However, the picture is not that rosy.
One day, a product is flying off the shelves, and the next, it’s gathering dust. That’s why staying on top of the latest supply chain planning trends is so important – they can make all the difference when it comes to staying competitive, reducing costs, and meeting your customers’ needs.
Some days when I need a pick-me-up, I watch the videos of Theo Jansen’s Strandbeests. It is a discussion of supply chain design and the sharing of research that supports that the best supply chains have flexibility in the joints and are well designed on the ends to propel commerce. I like art, and love unusual sculpture.
Introduction For many companies the implementation of a formal Sales and Operation Planning (“S&OP”) process has not delivered the expected improvement in demand and supply integration. Overly focused on efficiency and cost savings, i.e. on the “O,” the “S” in S&OP now seems to have become an afterthought.
Definition: “Someone’s efforts, resolve, or viability are tested; things are meaningfully challenging. The supply chain team’s past thirty-two months of disruption were a long, winding road full of surprises. ” Following the announcement, Ford’s stock closed at the lowest valuation in eleven years.
We organize all of the trending information in your field so you don't have to. Join 102,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content