Remove Metrics Remove S&OP Remove Supply Chain Software
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What Does Good Look Like S&OP?

Supply Chain Shaman

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 supply chain ills.

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Make Room for Leadership to Drive S&OP

Supply Chain Shaman

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 supply chain leader, you are probably laughing by now. 60% change management, 30% process and 10% technology.)

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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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Building a Triple A Supply Chain: Ten Tactics That Work

Supply Chain Shaman

” Here is an excerpt from the article: “…it isn’t by becoming more efficient that the supply chains of Wal-Mart, Dell, and Amazon have given those companies an edge over their competitors. According to my research, top-performing supply chains possess three very different qualities. The gap was large.

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Why Procurement Professionals Should Learn About S&OP

SCMDOJO

Sales & Operations Planning (S&OP) is an established industry process that aims at finding a balance between demand and supply and streamlining cross-functional collaboration. Procurement People should learn the Sales & Operations Planning (S&OP) Process.

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The Tale of the Gartner Supply Chain Planning Magic Quadrant and Minestrone Soup

Supply Chain Shaman

Self-congratulations notes abounded this week as vendor-after-vendor shared their rankings on the Gartner Magic Quadrant for Supply Chain Planning. I believe that the Gartner Magic Quadrant is a barrier to progress in supply chain planning, and that vendors that rally in support have a false sense of superiority.

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The Bumpy Road to Building Outside-in Processes

Supply Chain Shaman

New forms of technology are an enabler. I laughed at Neils Van Hove’s recent post. ” The problem is that each of the outside-in processes encountered problems with traditional technologies, and as a result, got stuck and had limited adoption. .” Supply chain leaders love shiny objects.

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