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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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Supply Chain Planning in a Post-S&OP Era

Enterra Insights

“Over the last fifteen years,” writes Lora Cecere ( @lcecere ), founder and CEO of Supply Chain Insights, “Sales and Operations Planning (S&OP) enjoyed a renaissance.”[1] ”[1] She also hints it’s time to move on. ”[2] Quasney’s views motivated Robert J.

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Decoding the language of S&OP

ToolsGroup

That got me to thinking about decoding the language of Sales & Operations Planning (S&OP) which, like demand forecasting, has also taken on multiple personalities as it has matured. More broadly said, S&OP enables a company’s leadership to view the business holistically and gives them a window into the future.

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Is Your S&OP Process Fit the for the Digital Age?

Enterra Insights

In fact, Yossi Sheffi ( @YossiSheffi ), the Elisha Gray II Professor of Engineering Systems at MIT, asserts data is a company’s most important asset. 1] That’s why most business consultants insist that organizations built on a foundation of Industrial Age processes need to transform into digital enterprises. .”[2]

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Supporting S&OP with Stakeholder & Supply Chain KPIs

Silvon Software

KPIs are essential in S&OP as they provide a quantitative framework for gaining visibility, aligning efforts, supporting decision-making, and driving continuous improvement across the business. Ideally, your S&OP KPIs should consist of a mix of strategic, tactical, and operational metrics.

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S&OP is Helping Food and Beverage Executives Sleep Better at Night

Logility

Food and beverage companies that engage in sales and operations planning (S&OP) and act on those strategies early are the ones that can safeguard their profitability, satisfy consumers, and operate more responsively than their competition. Yielding Winning Outcomes in a Field of Uncertainty.

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3 Critical Planning Areas Every S&OP Process Should Address

QAD

Getting the right product to the right place at the right time and in the right quantities is one of the primary goals of any manufacturing organization. Manufacturers have to balance many things to deliver on this promise. Again, this is just one example of the many disruptions facing manufacturers today. This sounds simple.

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