The following blogs will address key points of consideration when embarking on a regional or global S&OP implementation. Part one covers the areas of End Market commitment & ownership and Process Design.

End Market commitment & ownership:

• End Market ExCos tend to be sceptical about these type of programmes especially as they fundamentally impact their role & (perceived) power.
• The GMs can make or break the programme.
• Programmes tend to need a ‘sell’, NOT a ‘tell’ approach.
• End Market team engagement are always critical.
• The initial message from HQ will be very important in establishing realistic expectations.

 Process Design:

• Keep it simple at ‘Cluster’ level – e.g. process outline, roles definitions and key dates.
• Standardisation – key is the establishment of regional (e.g. European) key ‘process parameters’ with local End Market interpretation and ‘reasonable’ boundaries.  Keep the rules robust and to a minimum.
• Procedural level – use development of these at End Market level as an opportunity to develop local ownership with local teams

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More on S&OP? Check out the below posts!

• Doing business in Africa - 11 signs that your S&OP needs improvement
• Vuvuzelas and the value of S&OP
• What leaders of S&OP processes should learn from Fabio Capello!
• Senior Management Commitment Works for Successful S&OP