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The pace of technological evolution is pushing organizations to the brink. This is more evident in supplychain, where time-tested methods are being replaced with new ones. The groundbreaking technology is transforming how companies manage sales and operations planning (S&OP).
Sales and Operations Planning (S&OP) is a business process. When the design is a supplychain-centric design, problems arise. I have tracked maturity levels in S&OP for the past two decades and note that most companies are stuck unable to drive progress. I would like to help. Sound familiar?
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.)
However, one-third of SCP leaders cite “the lack of effective decision making in the S&OP meeting process as the most critical problem to solve for their function’s overall performance” (source: Gartner, Improve S&OP Decision Making Through Scenario Planning , SupplyChain Research Team, 4 May 2020).
Hosted at the Gaylord in Nashville the week harnessed the theme of machine speed and precision across connectedsupply chain processes. Supplychain modernization must occur in todays digital-centric world. The past approach of limited, incremental improvements is not sufficient for today’ssupplychain needs.
My head is wobbling with announcements, late-night Friday press releases, company name changes, and executive turnover in the supplychain planning market. Let’s hope that these new executives see the light of a new day. OMP’s press release this week announced nine new chiefs. Is it musical chairs?
Technology can change or even improve work. Companies today making a fundamental mistake: they are attempting to automate current processes with AI versus challenging and redefining work. What’s missing? Today, in supplychain planning, this could not be further from reality. It is a landgrab of sorts.
Download Executive Summary Automated Storage & Retrieval Systems (AS/RS) – Cube-based storage, shuttles, unit-loads — we break down the systems revolutionizing storage efficiency. Discover how automation is streamlining customs and regulatory workflows. This report maps growth corridors across functions, technology, and regions.
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.
” Here is an excerpt from the article: “…it isn’t by becoming more efficient that the supplychains of Wal-Mart, Dell, and Amazon have given those companies an edge over their competitors. According to my research, top-performing supplychains possess three very different qualities. The gap was large.
Supplychains large and small are under siege by constant supplychain disruption. Companies find themselves struggling to serve customers, source materials, manage costs, handle supply constraints and shortages and, above all, gain visibility into what’s next. Technology is increasingly in focus.
Insights from Gartner’s Hype Cycle for SupplyChain Strategy, 2020. Supplychain professionals know it can be extremely challenging to drive day-to-day operational excellence and pursue innovation at the same time. Gartner’s Hype Cycle for SupplyChain Strategy, 2020 offers some guidance. What to prioritize.
Self-congratulations notes abounded this week as vendor-after-vendor shared their rankings on the Gartner Magic Quadrant for SupplyChain Planning. I believe that the Gartner Magic Quadrant is a barrier to progress in supplychain planning, and that vendors that rally in support have a false sense of superiority.
Gartner Research just released its new Magic Quadrant for Sales & Operations Planning Systems of Differentiation (S&OP SOD). One example of a changing user requirement is the ascendancy of supplychain modeling to the highest priority in Gartner’s Market Ranking of S&OP Capabilities.
Download Executive Summary Automated Storage & Retrieval Systems (AS/RS) Cube-based storage, shuttles, unit-loads we break down the systems revolutionizing storage efficiency. Discover how automation is streamlining customs and regulatory workflows. This report maps growth corridors across functions, technology, and regions.
Supply management. Supplychain management. Supplychain planning. The lack of interoperability between decision support platforms is a problem for companies attempting to improve decisions from the channel to supplier bi-directionally through technology. Let’s not quibble on the percentages.
To truly leverage it to improve business performance and predictability, you need to embark on a change management process and you need the right technology to self-enable your team. We spoke with Aron Waas, Global SupplyChain Director at Royal Boon Edam International to hear about his company’s experience.
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. There needs to be a common definition of supplychain excellence. Technologies.
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.
Manufacturers like Hyundai are experiencing a shortage of components that threaten s to halt production. The virus continues to compromise supplychains and disrupt companies at a troubling rate, but a re businesses prepared from a supplychain planning perspective? . – Tweet this. questions.
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 phrase signified uncharted or dangerous areas where cartographers warned mariners “we don’t know what’s there, so beware.” ” Dragons are a good analogy for the risks faced by supplychains. No one can say for sure what dragons lie ahead in 2025 for supplychains, but some risks are known.
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. Reporting Structure.
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.
Today, we published The SupplyChains to Admire for 2023. Nvidia, Northrup Grumman, PACCAR Inc, PCA (Packaging Corporation of America), ResMed, Rockwell Automation, Ross Stores, Taiwan Semiconductor Manufacturing (TSMC) Company, Tempur-Pedic, TJX, Toro, Toyota, West Pharma, United Tractors, and Urban Outfitters. I admit it.
She wrote, “I have been working in the supplychain for 35 years, and we are still trying to solve the “demand” issue. Solving from a supply side seems to work for many companies I work with. Unfortunately, the industry is full of a lot of Anna(s) and her friends, the doubting Thomas (s).
We are really excited to get multiple mentions in Gartner’s Hype Cycle for SupplyChain Planning Technologies , which was released in October 2019. We feel like we’ve come a long way with our supplychain focus in recent years and SupplyChain Planning seems like ‘home sweet home,’ with all of our capabilities covered.
A transformation that is based on the idea that by putting in new applications the company will automate a process, or processes, and provide more and better data to make decisions, is a poor foundation for a true transformation. The roots of IBP are in sales & operations planning (S&OP). It is a journey that never ends.
Many of the case studies being presented at today’s conferences were born during the pandemic and the post-pandemic turbulence. While companies talk digital, the projects follow traditional supply-centric paths. Almost two decades of reporting. We have not achieved supplychain economies of scale.
To truly leverage it to improve business performance and predictability, you need to embark on a change management process and you need the right technology to self-enable your team. We spoke with Aron Waas, Global SupplyChain Director at Royal Boon Edam International to hear about his company’s experience.
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.) However, this mature team found the technology insufficient.
This is a story for the Eds, Franks, and Toms working together in supplychains across the globe. It is also a story for a young supplychain manager attempting to make a difference, but feeling stymied. My job, as the plant engineering manager, was to drive innovation and implement technology improvement.
An effective S&OP plan is the goal of many, but there is no clear industry definition of an effectiveness. To better understand the characteristics of an effective S&OP plan, we just completed a study of seventy-three companies. 2) Tie the S&OP Plan to Execution. This is a maturity factor.
Sales and Operations Planning (S&OP) is over thirty years old. With the rise of the global multi-national, S&OP increased in importance as a way to align and drive organizational balance. Today, companies do not have one S&OP solution. Our journey to better understand S&OP continues.
Fondly I remember the days of Walter Cronkite and Dan Rather with eye-witness accounts and on-the-ground reporting. I feel that topic of supplychain management is analogous to the downward cycle of the news channels. What Drives SupplyChain Excellence? I analyze supplychain management.
The first half of this year has flown by and for many of us, it’s time for a much needed vacation. It’s the perfect companion for an inspiring holiday break! Looking for a software provider for Business Analytics, S&OP, Inventory Optimization, Production Planning & Scheduling or SC Network Design?
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?”
Over the course of the last two years, we at SupplyChain Insight s have worked on a methodology to gauge supplychain improvement. We named it the SupplyChain Index. We have found that supplychain metrics are gnarly and complicated.During Background on the SupplyChain Index.
This afternoon I put the finishing touches on a new report, “What Is the Value Proposition for Sales and Operations Planning?” ” I think it is the most complete assessment of the S&OP value proposition I have seen in the industry. Names for the Cross-Functional Process to Align Demand and Supply.
.”[1] Tracking various directions in which AI might head is critical for today’s business leaders. ”[2] She adds, “According to McKinsey, generative AI and other technologies have the potential to automate 60 to 70% of employees work. .”[2] Artificial Intelligence Trends Trend 1. 7] Trend 3.
We are flattered to be recognized by Gartner in the 2019 Magic Quadrant for Sales and Operations Planning Systems of Differentiation , especially considerin g that we only launched our configurable S&OP application two years ago. We offer scalable technology at a n accessible price. . A focus on Digital Twins .
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. .
Gartner SupplyChain Symposium/Xpo EU 2023 has wrapped up its 3-day event in Barcelona, Spain. Featuring over 35 Gartner experts and more than 100 research-driven sessions, this year’s conference gathered over 2,000 supplychain professionals from across Europe and beyond. Looking for a snapshot of the key highlights?
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