Three Critical Soft Benefits you get with S&OP Experience

A lot gets written about S&OP maturity and how S&OP has soft benefits like improved teamwork and collaboration.  Soft S&OP benefits like leadership, cultural and behavioral changes related to S&OP are important. In the end, S&OP is just a bunch of processes, meetings and information which has to be given meaning by people to get value out of it. A lot of the S&OP improvements … Continue reading Three Critical Soft Benefits you get with S&OP Experience

The 6 Ultimate Signs of S&OP process maturity

Sales & Operations Planning (S&OP) is a 30 year old horizontal business management process that provides executives with forward visibility on how their business is expected to perform against budget and strategy. Many companies have implemented an S&OP process and continuously improved to aim for the highest level of S&OP maturity and create business value. Although there are plenty of S&OP maturity models around to … Continue reading The 6 Ultimate Signs of S&OP process maturity

The dirty little secrets of S&OP

Sales & Operations Planning (S&OP) as a business process is just over 30 years old. A lot has been written about why S&OP implementations succeed or fail and why many organization are stuck in their maturity. Recently Supply Chain Insights published a report with the following 5 top challenges on why S&OP is a tough nut to crack. 72% has difficulty getting to the right … Continue reading The dirty little secrets of S&OP

The 5th phase of S&OP maturity

This blog follows on an interesting discussion I had in the Tom Wallace S&OP group on LinkedIn. The discussion started because I didn’t necessarily agree with Tom’s statement: Successful S&OP = better teamwork To me it feels this formula makes some short cuts and the big assumption that better teamwork just appears because of S&OP. S&OP will definitely provide an opportunity for teams to work … Continue reading The 5th phase of S&OP maturity

The lack of system thinking in IBP

IBP suffers a deadlock in maturity. Independent companies and maturity measurement all point in the same direction. Find below some evidence that IBP gets stuck in early stages. Gartner found in 2010 that 67% of companies can’t get further then step two from their four step maturity model. An Oliver Wight white paper on the transition from S&OP to IBP tells us that most companies … Continue reading The lack of system thinking in IBP

The four phases of IBP

This blog has been published recently as an article in the AFP Exchange.  Check it out here: 4 of a kind – The four phases of IBP Integrated Business Planning (IBP) is often seen as a natural progression from Sales and Operations Planning (S&OP), which came to life in the 80’s to align sales and operations. As S&OP found its origin in the supply chain, IBP … Continue reading The four phases of IBP