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
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!
As globalization is pushing companies to plan and operate more and more across the borders of their country of origin. This will have an impact on IBP processes as well. In my previous blog; https://supplychaintrends.wordpress.com/2011/04/04/the-impact-of-company-culture-on-ibp-part-iv-geography-1/ , I explored three examples on the impact of cultural preferences on cross cultural Integrated Business Planning (IBP). I used as reference the pioneering work on geographical cultural environments ‘Cultures Consequences’, … Continue reading The impact of company culture on IBP part V: Geography 2
Supply chain professionals love telling one another how important the supply chain is. In magazines, at congresses and online, we convince each other of the importance of our professional field. And as supply chain professionals, we can honestly be rather proud of how far we’ve come. From MRP and DRP via JIT and multi echelon inventory on to CPFR. From supply chain via demand chain … Continue reading The behavioural Supply Chain
Supply Chain Trend 