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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? I share research, observations, and insights. How aligned do you believe your organization is to drive these metrics? Sounds easy, right?

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Reinventing Supply Chains: Focus on Human Factors

Supply Chain Shaman

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.

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How We Stubbed Our Toe in The Evolution of S&OP

Supply Chain Shaman

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. I wrote many reports on airport floors in those days–electrical plugs were just too scarce.) Sales and Operations Maturity Model from 2005-2008.

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Organizational Alignment: Overlooked, but So Important.

Supply Chain Shaman

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.

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5 Dysfunctions of Typical S&OP Systems and How to Overcome Them

AIMMS

Throughout the years, we’ve witnessed waves of interest in S&OP and its evolution IBP, which incorporates financial planning. In the past 2 years, we’ve seen the appeal of S&OP increase a lot more. In this blog post, I will delve into 5 issues companies typically experience with their S&OP software.

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Understand the Pitfalls of IBP Before Embarking on a Supply Chain Transformation

Logistics Viewpoints

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.

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5 Dysfunctions of Typical S&OP Systems and How to Overcome Them

AIMMS

Throughout the years, we’ve witnessed waves of interest in S&OP and its evolution IBP, which incorporates financial planning. In the past 2 years, we’ve seen the appeal of S&OP increase a lot more. In this blog post, I will delve into 5 issues companies typically experience with their S&OP software.

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