The slogan for the March 2012 IE group summit in Berlin is ‘IBP innovation’. As innovation is defined by ‘the act of introducing something new’ it is good to see that the IE group wants to start thinking beyond the current definition of IBP. Integrated Business Planning is often seen as a natural progression from S&OP, which came to life in the 80’s to align … Continue reading Integrated Business Planning innovation I
This is the last in a series of four articles on leading an effective S&OP/IBP culture. The first article was on effective S&OP/IBP behaviour. The second article on leading S&OP/IBP change. The third article discussed on how to lead sustainable S&OP/IBP and introduced the ‘S&OP leadership quadrant’. This fourth article is about leading S&OP/IBP across geographies. Leading S&OP/IBP across geographies Once a company starts crossing the borders other complexity … Continue reading Leading S&OP/IBP across geographies
This is the third in a series of four articles on leading an effective S&OP/IBP culture. The first article was on effective S&OP/IBP behaviour. The second article on leading S&OP/IBP change. This third article is on leading sustainable S&OP/IBP. Leading sustainable S&OP/IBP Once you’ve led S&OP/IBP change and established a good S&OP/IBP foundation, you want to sustain that level or continuous improve to get to … Continue reading Leading sustainable S&OP/IBP
This is the second in a series of four articles on leading an effective S&OP/IBP culture. The first article was on S&OP/IBP behaviour. This second article is on leading S&OP/IBP change. Leading S&OP / IBP change Whilst implementing S&OP/IBP, you and your company will go through a change process. Leading S&OP/IBP is about leading change in processes, systems and behaviour and you need support to … Continue reading Leading S&OP/IBP change
Many articles and whitepapers have been written on how to overcome the process and technology aspects of S&OP. Not many S&OP whitepapers have been written on how to include and overcome behavioural and cultural aspects of S&OP. I will write four articles that will provide you with some thoughts and guidance to address behavioural and leadership challenges when implementing and sustaining effective S&OP. In my … Continue reading Leading an effective S&OP culture
As an MSc in operations management, I started my career analysing inventory parameters in a 35 main distribution centre, up to 350 locations, four level multi-echelon inventory network. The odd 100.000 spare parts my department was planning ranged from 0.01 US$ to 200k US$ in cost price and demand ranged from less then 1 spare part a year to over a 1000. The whole goal … Continue reading In optimization, settle for the near optimum
Around 2500 years ago a strange, awkward guy was strolling the streets of Athens. He would walk up to people and start conversation and ask questions about life, religion, and politics. He would challenge their answers and usually got them stuck in their own reasoning and arguments. By asking questions, Socrates made his targets starting question their own beliefs and purpose. If we want to … Continue reading Know thy Supply Chain!
We’re are still on our quest to crack the code of S&OP before the IE group S&OP summit ‘Cracking The Code of S&OP’ next week in Boston. Like symbologist Robert Langdon in the ‘Da Vinci Code’ we have to solve complex puzzles, cryptic messages and overcome hurdles and change to unlock the code to one of the most important business processes of our time: S&OP! … Continue reading Cracking the code of S&OP II
Globalization is pushing companies to plan and operate more and more across the borders of their country of origin. This will have an impact global S&OP/IBP processes as well. In my previous blog (the fifth out of this serie from six) on this topic https://supplychaintrends.wordpress.com/2011/06/17/the-impact-of-company-culture-on-ibp-part-iv-geography-2/ I used Geert Hofstede’s ground breaking work on cultures to explore what could be preferred cultural drivers to implement and … Continue reading The impact of company culture on IBP part VI: Geography 3
Most people would agree that communication is an essential part of running effective S&OP/IBP processes. Or maybe we should say that communication is part of running an effective business! According to the results of the S&OP pulse check 2011, 144 participants from 30 countries indicated in two ways the importance of communication: 1. They voted as key reason to implement S&OP: ‘Improving cross functional communication’ … Continue reading S&OP and communication; just listen!
Supply Chain Trend 