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!
A big thanks to 142 participants from 31 countries. You can download my interpretation of the results here: SCT_S&OP pulse check II 2011 v03 . As this is an open source S&OP project you can download the raw survey data here to create your own interpretation: S&OP pulse check 2011 raw survey data . Find the S&OP pulse check 2012 here: https://supplychaintrends.wordpress.com/2012/06/25/sop-pulse-check-2012/ Continue reading S&OP pulse check 2011
In Dan Brown’s novel The Da Vinci Code, symbologist Robert Langdon is chasing complex puzzles and cryptic messages to unlock the code to one of the biggest prices of mankind; the holy grail. Regularly he finds himself wondering what the next step should be to make progress in his quest. In this context, the IE group S&OP summit; ‘Cracking The Code of S&OP’ has an … Continue reading Cracking the code of S&OP
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
In his classic satire Candide, Voltaire makes fun of positivism which was an influence philosophical movement in his time. Positivists see the world we live in as ‘the best of all possible worlds’. In an entertaining and funny way, Voltaire makes sure to the reader that we can question and challenge this statement from different angles. This was 250 years ago. Today S&OP and IBP … Continue reading IBP; the best of all possible worlds
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