Supply Chain Blog

FMCG: Top ten tips for totally terrific S&OP – not a fishy tale!

Posted by Dave Jordan on Wed, Jul 16, 2014

I have travelled quite a lot over the years and tried to add one new country each year until I stumbled at 45. Many were holidays but a majority were on business with very few opportunities available to actually see the place. “Oh, you must be so lucky to travel” – not. During the hundreds of flights taken I have seen some very unusual things aboard aircraft.

S&OP_Top_10_Tips_MrCEOOn one flight in the Middle East the passenger in the business class seat next to me was a hooded falcon. Taking a flight out of Kuala Lumpur I soon realised I was the passenger list and that is a rather spooky situation when you are in a deserted Boeing 747 – service was ok, though. My most frightening experience was seeing man carry a blister pack of craft knives on board!

More recently, I scanned surrounding passengers in that dull period on a 3 hour flight after the inedible food had been consumed and before the hopeful sale of duty free items to see a young girl holding a small, clear plastic bag with a live goldfish inside. How does that happen in these security conscious days? I suppose if the amount of liquid was less than 100ml it could qualify as “safe” to carry on but what if the fish was not really a fish........? Would the fish need a pat-down search? What would be the scale of the risk .....groan.

When you are trying to secure the safety of hundreds of passengers on a plane and potentially on the ground you really do need a set of strict and consistent rules as if one airport drops its guard something significant could be missed.

Similarly, when you are running an FMCG or Pharmaceutical S&OP you need a set of consistent and widely understood rules and measures to get the best out of the process. Ok, so the implications of bending the rules are not usually life threatening in this context but getting this wrong can certainly bring your career to halt and make those nice bonus payments few and far between.

Top ten tips to a totally terrific S&OP:

  1. CEO and senior board buy-in. Without this don’t even bother to start S&OP.
  2. Appoint a process leader who knows S&OP inside out and has gravitas in the company.
  3. Create the role of Data Manager to turn data into information and a facilitate focused actions.
  4. Don’t promote or advertise S&OP as a Supply Chain process or one that it is designed to improve SC performance. Yes, it will but the ultimate priority is higher sales.
  5. Agree and display a set of KPIs that involve all disciplines to motivate co-operation and team working.
  6. Get the right people involved in the meetings – don’t allow people to delegate to junior colleagues.
  7. Get meeting dates in diaries for at least 12 months, rolling.
  8. Insist on personally seeing minutes and action lists; do not let meeting discipline fall away.
  9. Be hard on dissenters and laggards.
  10. Do not stop S&OP or you will end up with a business far worse than when you started.

If you stick to these rules you will be successful and I have now seen this achieved in many disparate environments leading to improved top and bottom lines. No, it is not rocket science but sticking to the rules can make your sales rocket.

Image courtesy of Dan at freedigitalphotos.net

Tags: FMCG, Dave Jordan, CEO, Performance Improvement, Pharma, S&OP, Forecasting & Demand Planning, Sales, Integrated Business Planning

Integrated Supply Chain Planning – 1 Reason Why It Is Difficult

Posted by Michael Thompson on Mon, Apr 14, 2014
In my previous two blogs on the subject, I outlined how producers (manufacturers) can achieve very significant improvements in the financial performance of their supply chains by a process of integration between the primary and secondary supply chains (Integrated Supply Chain Planning – The Number 1 Opportunity). I then described how to achieve focus when considering global supply chain integration programmes of this type by looking at different market profiles (Integrated Supply Chain Planning – 4 Opportunities and 2 Quick Wins).

This raises the following question.  If the opportunities exist (they do), and they are so significant (they are), and the process of achieving the success is well established (it is), why have more companies not simply gone ahead and implemented these changes?

The short answer is that some companies have. However, many haven’t.

There are several explanations but actually only one real reason.

To integrate the primary and secondary supply chains almost always involves the co-operation of two company departments – supply chain for primary and commercial (sales / trade marketing) for secondary.

Let’s look at the proposition from the point of view of the Supply Chain Department.  The key benefits relate to lower inventory and that’s a good thing for a Head of Supply Chain.  Integration benefits are long term and make for a more effective and responsive supply chain.

Now let’s consider Sales.  They will get fewer stock outs (higher sales - that’s good), more effective trade marketing (good again) and better deployment of product launches (also good of course).  So what’s not to like?
win_win_situation
The problem is this – the lower inventory applauded by Supply Chain, is also a one-off reduction in sales, very much loathed by Sales.  It is only a short term one-off hit to sales.  However, that matters.  If, for example, stock is reduced by 2 weeks, that is nearly a 4% reduction in annual sales.  Such a reduction is simply not palatable for most Sales Directors or CEO’s.  
So we have the competing interests of the Supply Chain and Sales Departments, long term vs short term considerations.  Moreover, for multinationals we also have the competing interests of each market (and Country Manager generally bonused on sales and profit), regional and global Heads of Supply Chain (whose bonuses will include working capital tied up in inventory), regional and global Heads of Sales (only the top line matters for them), regional Heads responsible for regional bottom lines and so forth.

To achieve integration of the primary and secondary supply chains on a global basis, just about all of the above stakeholders (and more) will have to agree.  And the only person who holds sway over everyone is often the global CEO.

So it may come down to this.  If you want to integrate your business with that of your distributor in, for example, Nigeria, you may need the approval of the Group CEO.  And that is the number 1 reason why it is difficult.   
However, for those who think about the long term and are prepared to grasp this particular nettle, the rewards are plentiful indeed.

 

Image courtesy of www.freedigitalphotos.net

Tags: FMCG, Route to Market, Pharma, Michael Thompson, Supply Chain, Sales, Distribution, Inventory Management & Stock Control, Integrated Business Planning

Integrated Supply Chain Planning – 4 Opportunities and 2 Quick Wins

Posted by Michael Thompson on Wed, Apr 09, 2014
In my previous blog on the subject (Integrated Supply Chain Planning – The Number 1 Opportunity), I outlined how producers (manufacturers) can achieve very significant improvements in the financial performance of their supply chains by a process of integration between the primary and secondary supply chains.
 
The key is data exchange between the producer and their key distributors.
 
Given that global multinationals operate in a large number of markets and generally with a large number of distributors, the question of how to achieve focus becomes very important when considering global supply chain integration programmes of this type.

The opportunities from such integration are dependent on the particular characteristics of each market.  These depend on the following:

  1. Direct vs indirect distribution
  2. Proportion of sales via Key Accounts vs Traditional Trade
  3. Distributors characteristics in each market – their number, degree of exclusivity and competency, for example.
 
Now let’s look at different market profiles.  The integration opportunities can be summarised as follows:

Integration opportunities for different market profiles      
We can see from the above that there are four integration opportunities of which two are quick wins:

  1. Where a market is serviced via direct distribution (i.e. the producer undertakes its own distribution), the long term solution is to establish internal direct data interfaces with key warehouses.
  2. Where Key Accounts predominate (e.g. hypermarket chains in Western Europe), the long term solution is to establish direct EDI interfaces with Key Account customers.
  3. With markets where there is an exclusive distributor there is scope for Quick Wins.  This can be achieved by establishing a stock replenishment process at key distributor stock locations and ensuring that distributor stock data forms a key input to the sales forecasting process of the producer.  The data exchange to enable this process could if needed be manual in the first instance (for the most important “Category A SKUs” for example). In the longer term EDI interfaces can be established.
  4. In markets where there is no exclusive distributor, Quick Wins are still possible provided there is a relatively small number of significant distributor stock locations – i.e. where there is a small number of key distributors.  Integration can be achieved via a similar process to that above in No 3.

For producers, analysing their markets in this fashion will identify where opportunities exist including for Quick Wins.

I would be interested to hear of readers experiences with this type of supply chain integration … as it is often not as easy as it seems …
… but not for the reasons you may think.

I will explore this in my next blog. 

Image courtesy of Enchange Ltd

Tags: FMCG, Route to Market, Performance Improvement, Pharma, Michael Thompson, Supply Chain, Distribution, Integrated Business Planning

Integrated Supply Chain Planning – The Number 1 Opportunity

Posted by Michael Thompson on Mon, Apr 07, 2014

Enchange has been working with many FMCG and Pharmaceuticals multinationals for years on projects to improve their primary supply chains.  
We have also been working with many of the same companies on Route to Market (RTM) projects.

For the sake of clarity, by “primary supply chain” we mean all processes (e.g. planning, sourcing, manufacturing, etc.) up to the point that finished goods are in the producers’ warehouse before the stock is sold to customers.  By “route to market”, we mean the processes by which finished goods leave the warehouse and arrive on retailers’ shelves, often via third party distributors.  Some people also refer to the latter as the secondary supply chain.

One particular client is involved in a number of global projects updating its primary supply chain including implementation of a new SAP and APO platform.

A few months ago we set ourselves a challenge at Enchange.  How, we wondered, could this client achieve a step change improvement in financial performance?  Bear in mind that they were already involved in a very large global project to do just this.

So we held a workshop.  Our conclusion?  There remained a significant gap in their supply chain improvement plans.  It was integration of the primary and secondary supply chains.  Once stock was sold to their customers, there was limited interest as far as the producer supply chain was concerned.

fmcg supply chain planningAnd therein lay the gap.  Or rather the opportunity.  If customer (e.g. distributor) data was formally integrated into the primary supply chain processes, there will be significant benefit for our client (the producer) and their distributors.
 
The key to this is data.

If there was greater and more reliable visibility of trade stock, the producer will be able to reduce its own finished goods stock.  Sales and stock data can be exchanged with the producer by EDI interfacing with distributor systems or by use of ‘virtual links’ where key data is presented by the distributor and extracted into the producer’s systems.  With this data a VMI type of relationship can be established whereby the producer replenishes distributor stock, rather than waiting for an order from the distributor.

The benefits for the producer will be finished goods inventory reductions and a reduction in month-end sales peaking.  Direct bottom line increases will also be possible following reductions in distributor discounts, the next time that contracts are negotiated.  Additionally improved trade stock visibility will drive improved product launch and trade marketing effectiveness including with promotions.

For the distributors there will also be benefits.  Stock can be also reduced and this will free up valuable cash and space.

So we presented these findings to our client.  The response was very positive.

The next question that was asked.  How can we focus our efforts with this approach?  I will deal with this in my next blog.

 

Image courtesy of Enchange Ltd.

 

Tags: FMCG, Route to Market, Pharma, Michael Thompson, Supply Chain, Forecasting & Demand Planning, Inventory Management & Stock Control, Integrated Business Planning

Enchange Publishes New Free to Download S&OP e-Book

Posted by Dave Jordan on Thu, May 02, 2013

Whether your deployment of Sales & Operational Planning (S&OP) is as solid as a fine old Cheddar or is more like Emmental, you will benefit from This new free e-book. The Enchange S&OP e-book tells you what S&OP is, does, how it works and how to evaluate the efficiency of your deployment. As ever, there is always a little fun included so we bet you will be singing along to our very own S&OP song very soon.

S&OP E-book

You can download the  free Enchange S&OP e-book HERE.

Visit our website for more resources on everything Supply Chain.

Click to complete our contact form and send us a comment or a question.

Enchange – Improving Supply Chains everyday!

 

Image courtesy of renjith krishnan at Freedigitalphotos.net

Tags: Dave Jordan, CEO, Performance Improvement, S&OP, Forecasting & Demand Planning, Sales, Integrated Business Planning

SC IT. The reality of ERP implementation and go-live preparedness

Posted by Dave Jordan on Mon, Oct 22, 2012

I am not a fan of reality TV at all. These programmes seem to promote the worst in people and you end up with “celebrities” who actually have no talent and in most cases, fewer brains. Seeking more than their usually allotted 15 minutes of fame they behave as outrageously as possible to be noticed – don’t these people have close friends to tell them the truth?

The worst version must be those talent shows where the previously never heard of “star” returns to be a judge of future celebrity wannabes. This can only result in a downwards spiral of any available real talent until you end up with an amoeba.

Keeping on theme for a moment I indulge in the kind of reality show I might actually watch and record  so I can see it all over again. What if overnight the England football and rugby union teams swapped sports and played against each other? Immediately; no training, no briefing, no knowledge of the rule book and no practice matches. Suddenly they are outside of their comfort zone and doing things they are not used to doing week in-week out.

I suspect the rugby boys would fare reasonably well at football but will probably be beaten eventually. A lot would depend on the interpretation of reasonable bodily contact by the referee. Footballers – the famous ones know who they are – are known to hit the ground as the slightest breeze blows by. The balletic grace of a professional footballer theatrically diving to win a penalty would not sit very well with a rugby team where a small, tracked farm vehicle is required to make them go to ground.

What about the other way around? Now that would be fun. The sight of a huge prop forward taking out an over paid, over hyped and over groomed soccer star would be good viewing. The lesser brained variety of soccer star would spend the entire match berating the referee that “the ball has deflated to a funny shape and that someone ruffled my hair”.

Supply Chain IT ERPThink about the chaos in the teams and the total lack of execution quality until they picked up a little more information and experience of doing something different. Think about how your business team tries to cope with a new ERP without the necessary training, hand-holding and go-live guidance. Good people are suddenly asked to work in a different roles, different ways on different IT and usually in far more time restricted operations. You cannot postpone your business until you get this sorted out and addressing it after go-live is really far too late.

You need to ensure your ERP project includes deep planning, training and preparation of all your people plus a period of intensive care provided by an expert third party. It is critical not to let the third party leave the building until you are satisfied you can play this new game yourself. Anything less and your recovery will be very slow indeed.

I avoided naming any names but in my vision of sports reality TV who would be the England football "hooker"? So many, many candidates!

Tags: Dave Jordan, Humour, Performance Improvement, ERP/SAP, Supply Chain, Integrated Business Planning

FMCG Planning: a short history of technology advancement

Posted by Dave Jordan on Wed, Jan 25, 2012

All major companies run some sort of ERP to support their business whether they are FMCG, pharma, brewing or indeed anyone who “makes stuff”.  Many blue-chips have invested in big name software packages while others have gone for a cheap and cheerful locally built product. The big name offering is not always the most user friendly solution but then the made-to-measure option also has drawbacks, usually support and lack of flexibility. Anyway, getting to the point….

A discussion this week on supply chain planning had me thinking about how planning used to be done, Yes, ok go on, cue Mary Hopkin singing Those Were The Days – all young things should look  it up on YouTube.

Production Plan SmallI guess at some stage before type-writers the planning process must have been largely verbal with some lowly paid scribe scratching away with a quill on paper taking down orders from salesmen.  Manual addition would follow until a demand for raw and packaging materials was derived. After typing on corporate headed paper and receiving the company seal the various orders would be sealed in envelopes and posted. What sort of lead time would that process have offered? What on earth happened if there was to be a change or there was an error in the writing or – just a possibility – the sales department got the forecast wrong?

Typewriters will have improved the process a little but reliance on post would be the norm until the possibility of Telex popped up. This was still heavily reliant on manual intervention and of course the planning process itself remained rudimentary and paper based.

Communications eased with the arrival of the fax machine. At least now the lead time between order issue and receipt was a matter of minutes and changes could be made without waiting for the postman to call. Different departments could exchange information as long as a telephone line was available. Still, the task of finding and collating data would remain in the relative dark ages despite the arrival of table-sized calculators.

The computer arrives and provides a massive step forward. Now there was a bit of IT to support the number crunching process and make the order process far slicker.  Software to take account of history, market activities and launches facilitated business forecasting – not necessarily more accuracy, however.

Move ahead only a few more years and we have suppliers, producers and customers fully integrated with common IT, processes and data. Collaborative planning gets partners proactively working together for a common goal rather than being defensive and protective of their individual silos. Producers can see when a consumer buys their product at what time in which store and at what price – they probably know their names via the loyalty card scheme too! Salesmen know when shelves are empty and can send orders in real time from hand-held devices.

Technological innovation has brought planning a long way since the 1800’s and there is undoubtedly more to come. I wonder what is next.  So, while you tap away at your ERP interface spare a thought for how planning was carried out at times when a PC was a London Bobby, having a Wii in your living room was unacceptable and an iPad was still just a typing error. Start singing Mary.

Tags: Dave Jordan, ERP/SAP, S&OP, Forecasting & Demand Planning, Integrated Business Planning

What has S&OP ever done for us? The role of the CEO

Posted by Michael Thompson on Tue, Jan 04, 2011

What has S&OP ever done for us?We have started a debate about S&OP - “What has S&OP ever done for us?”.  Our protagonists are REGINALD, the CEO of a multinational FMCG company and JACEK the new Head of Supply Chain Development at the same company.  Both do not believe that S&OP is really necessary but for different reasons.  MIKE (myself) is the Moderator.

I would like to Welcome Anne to the debate.  Anne is the CEO of a multinational brewing group and has her own S&OP experience.

MIKE (MODERATOR): I would like to welcome Anne to our debate. First let me start with a recap.  Reginald does not believe that S&OP is really necessary as it hasn’t produced any tangible benefits to date.  Jacek shares the same view but for a more technical reason - companies without S&OP are more flexible in their supply chain planning and can respond quickly to customer demand.  Implicit in Jacek’s view is that such companies have an integrated ERP system, well defined supply chain processes including responsiveness to order capture, and people capable of using them.  Is that a good summary?

JACEK (Head SC Dev): Yes, it’s not quite as simple as that but ... 

REGINALD (CEO): but Jacek has described an ideal world with no regard to local disagreements between departments ...

MIKE (MODERATOR): OK, but in summary have I captured your views?

JACEK (Head SC Dev): Yes

REGINALD (CEO): Yes

MIKE (MODERATOR): OK let’s continue.  I would like to invite Anne to share some of her experience with S&OP.  Anne has read the blogs.  Anne?

ANNE (CEO): Thank you.  Well I am afraid that I disagree with Reginald & Jacek.  In my experience S&OP has proved invaluable in running a business.  And whilst I agree in most part with Jacek’s technical analysis, I believe that S&OP can successfully coexist with an integrated supply chain. 

REGINALD (CEO): Invaluable?  Well it hasn’t done much for our organisation so far.

ANNE (CEO): Let me ask a question Reginald.  I read about your annual meeting.  What do other people think of S&OP at your company?

REGINALD (CEO): Views vary.  Some like it. Some don’t.

ANNE (CEO): And what do they think about the bosses view about S&OP?

REGINALD (CEO): I run an open company.  People know about my scepticism.

ANNE (CEO): And how often do you attend the S&OP meeting?

REGINALD (CEO): I believe in delegation. The S&OP meeting is run by our Supply Chain Director.  And to answer your question, I attend occasionally.

ANNE (CEO): With respect, Reginald, I believe that is one of the reasons that S&OP is not working for you.  S&OP is not just about supply chain.  It is about the entire business.  For example, you cannot ask the Head of Supply Chain to chair a debate between Sales and the factory about how much we planned to sell and how long we will be out of stock on certain SKUs.

REGINALD (CEO): Debate? All out war if last month is anything to go by.

ANNE (CEO): Precisely. And during the last war, what did you do?

REGINALD (CEO): Called an emergency meeting & knocked heads together.

ANNE (CEO): Attended by whom?

REGINALD (CEO): Sales Director, Supply Chain Director, Head of Planning, Head of Forecasting.  And a few others with laptops.

ANNE (CEO): And there was an argument about the forecast being inaccurate, too much stock of some SKUs & not enough of others ....

REGINALD (CEO): And the rest. And it was the same the month before last.

ANNE (CEO): What you probably had was an escalated version of a pre-S&OP meeting.  And I’ll bet that you came to some kind of agreement in the end after “heads were knocked together”.

REGINALD (CEO): Well yes. We did. But it happens every other month ...

JACEK (Head SC Dev): That’s because our processes are wrong and not aligned to our ERP system ...

ANNE (CEO): And it’s also because S&OP is not respected in your organisation.

REGINALD (CEO): What do you mean respected?

ANNE (CEO): You cannot expect S&OP to be taken seriously in your company if you do not take it seriously.  And taking it seriously includes chairing the S&OP meeting ...

REGINALD (CEO): Chairing?

ANNE (CEO): Yes chairing. And chairing every meeting. You are the boss.  Sales and costs are ultimately your responsibility.  S&OP is about optimising cost and service within the business.  The buck stops with you.

REGINALD (CEO): And what about all of this so called Integrated Supply Chain Planning? Where does that fit in?

JACEK (Head SC Dev):  The standard S&OP approach does not use or even ‘tolerate’ the dynamic, ‘fresh’ incoming data from order capture, for example, that promotes supply chain responsiveness within integrated supply chain planning .... 

MIKE (MODERATOR):Jacek, the technicalities please ....

ANNE (CEO): I have read what Jacek had to say & believe that he makes a series of very good points.  If you have a new ERP system, then use it properly.  It sounds like you need to redesign your supply chain planning processes.  Once that is done and people are trained – I include your customers and suppliers here - integrated supply chain planning and S&OP can go hand in hand.  As the processes starts to work properly and ERP begins to deliver what it is designed to deliver, the nature of S&OP will change. 

REGINALD (CEO): S&OP will change? How?

ANNE (CEO):  Yes S&OP will change. It will probably need to be highly structured and disciplined to start with.  Then as the process and systems begin to deliver and people start to believe in the information being produced, the S&OP process can become less rigid.  Eventually it may even serve as an operational and supply chain review and improvement forum.

ANNE (CEO): In any event, it sounds like you need to start off with a relaunch of S&OP. You need to reassert your operational authority on the business. S&OP can be just the platform you need.

SILENCE .....

MIKE (MODERATOR): Is that the silence of acceptance?

REGINALD (CEO): No. It is the silence of me thinking.

JACEK (Head SC Dev): And me.

REGINALD (CEO): Does that mean that if I go to S&OP meetings, everything will eventually be all right?

ANNE (CEO): Of course not. But leading, really leading an S&OP process is a good start for any CEO.

JACEK (Head SC Dev): I still think that S&OP can get in the way.

ANNE (CEO): But Jacek, have you ever seen it work in the way that I have described?  That is in a ‘light touch’ consensus process that supports supply chain and operational processes and that is supported by ERP?

JACEK (Head SC Dev):  And I thought that I was dreaming.

MIKE (MODERATOR): That’s it for now folks. Thank you.

What are your thoughts? 

As I mentioned in a previous blog, this series is based on nearly 20 years of supply chain experience as a consultant who has witnessed similar debates. My view? Call me Anne?

I’d welcome experience from other people.

 

In this series:


      Tags: Michael Thompson, ERP/SAP, S&OP, Forecasting & Demand Planning, Integrated Business Planning

      To S&OP or not to S&OP - That is the question

      Posted by Michael Thompson on Wed, Dec 22, 2010

      S&OP process Our mailbag is expanding ...

      Sire

      To S&OP or not to S&OP: That is the question:

      Whether ‘tis nobler in the mind to suffer

      The claims and errors of outrageous sales forecasts

      Or to make plans against a sea of market uncertainties,

      And by opposing end them? 

      “To lie?” think the Sales Department because they (the Planners) produce the wrong product;

      “To sleep?” think the Planners; lets ignore the Sales Department because they always get it wrong;

      “No more” says the CEO, I’ve had enough ...

      Bard

       

      Borrowed from Hamlet 3/1 by William Shakespeare

      Let the debate continue ... check out the next instalment in a few days time

       

      In this series:

      1. What has S&OP ever done for us?
      2. Is S&OP Really Necessary? Integrated Supply Chain Planning
      3. The Role of Integrated Supply Chain Planning
      4. Is S&OP Really Necessary? Forecasting & Supply Chain Responsiveness
      5. What has S&OP ever done for us? A great deal actually...
      6. What has S&OP ever done for us? The role of the CEO

       

          Tags: Michael Thompson, ERP/SAP, S&OP, Forecasting & Demand Planning, Integrated Business Planning

          What has S&OP ever done for us? A great deal actually ...

          Posted by Michael Thompson on Fri, Dec 17, 2010

          Is S&OP really necesarry?From Monty Python to S&OP via integrated supply chain planning to forecasting and related issues, and a conclusion shared by our two protagonists that S&OP is not really necessary, we received the following in our mailbag ...

          Dear Mike,

          I have been following your blog series “What has S&OP ever done for us” and the debate between your CEO Reginald and Head of Supply Chain Development, Jacek.

          How can this be a debate when both parties share the same view, albeit for entirely different reasons?  Furthermore I suspect that Reginald & Jacek do not share a common view of what S&OP actually is.

          I am a CEO who has implemented S&OP in several of the companies in which I have led.  S&OP works.  And it works well if, and only if, the boss drives it and is seen to drive it.  So to answer the question you have posed – What has S&OP ever done for us?  A great deal for the companies I have run.

          I accept some of the technical arguments that Jacek is using.  However, he also describes ‘supply chain life’ somewhat from an idealistic point of view.

          I am afraid that your blogs are in danger of dismissing S&OP as aged and irrelevant. It is not. 

          I wonder if you would allow me to share my views and join your debate.

          Yours sincerely

          Anne

          CEO (Brewing Multinational, name withheld by request)

          ------------------------------------------------------------------------------

          Dear Anne

          Many thanks for your letter.

          I agree with you.  Although Jacek makes a strong case, my experience of 100’s of S&OP implementations is that S&OP can have a dramatic impact on supply chain and overall company operations.

          You are most welcomed to join our next debate in the series.

          Yours sincerely

          Mike (Moderator)

          Does anyone else wish to contribute?  Please do share your thoughts & experiences regarding S&OP and Integrated Supply Chain Planning.

          More to come ....

           

          In this series:

          1. What has S&OP ever done for us?
          2. Is S&OP Really Necessary? Integrated Supply Chain Planning
          3. The Role of Integrated Supply Chain Planning
          4. Is S&OP Really Necessary? Forecasting & Supply Chain Responsiveness
          5. To S&OP or not to S&OP - That is the question
          6. What has S&OP ever done for us? The role of the CEO

           

           

            Tags: Michael Thompson, ERP/SAP, S&OP, Forecasting & Demand Planning, Integrated Business Planning