It’s a complex business process, STUPID!

I’ve seen it before and I’ll probably see it again, but it still takes me by surprise every time. In the last 6 months I’ve observed two 2 billion $ well-respected FMCG companies with some very well-known world brands make the same mistake with IBP. First they build up the burning platform for IBP. Their customer service levels are not up to scratch, waste levels … Continue reading It’s a complex business process, STUPID!

Leading in changing and sustaining S&OP

As a follow up from my last blog on the right brain chasm in supply chain and S&OP, you can find here my presentation on  Changing & sustaining S&OP from the March 2013 Australian S&OP conference. A quick  guide to go with this presentation. The biggest change required for proper S&OP or in general for agile decision making is horizontal thinking. Information never sits in one function, … Continue reading Leading in changing and sustaining S&OP

The right brain chasm in supply chain and S&OP

Earlier this year I spoke at the Australian S&OP forum 2013. On the first day of this event, Oliver Wight spoke on the evolution of S&OP and they discussed the ‘chasm’ in S&OP. The term ‘the chasm’ comes from the book ‘Crossing the chasm’ by Geoffrey Moore. Moore used the chasm to describe the difficulty in a (product) lifecycle go from early adopters or visionaries … Continue reading The right brain chasm in supply chain and S&OP