How Mindfulness can increase S&OP Meeting Effectiveness

In the corporate world you can drown in meetings. Estimates are, that if you’re a middle manager, you can spend about 35% of your time in meetings. If you’re in upper management, that goes up to 50%. S&OP meetings can be long meetings, as it requires time to review a company’s 24 months rolling forecast, its strategic intent and enterprise wide resource allocation. Running straight … Continue reading How Mindfulness can increase S&OP Meeting Effectiveness

Six ways to detect if you’re having a Coaching Conversation

About 70 percent of change failures are due to culture-related issues: employee resistance to change and unsupportive management behaviours. S&OP implementations requires significant change, not the least behavioural change.  Despite this obvious importance of behaviours in change management, only 26 percent of practitioners indicate that behaviours are addressed enough in S&OP implementations. If we want to drive behavioural change, we can’t just advice or tell … Continue reading Six ways to detect if you’re having a Coaching Conversation

S&OP & behaviours: we got a long way to go

It is Saturday morning 8.18 am here in Melbourne and I read that River Logic just put me in their top 10 must read Supply Chain blogs for 2016. Of course I’m very pleased and honoured with this. River Logic correctly calls out that ‘my twist’ is a focus on mindset and behaviours in combination with strategy execution and S&OP. I also just realized we still … Continue reading S&OP & behaviours: we got a long way to go

Leading S&OP/IBP across geographies

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

Leading sustainable S&OP/IBP

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

The Trusted Chain

In a recent online article on S&OP at Sony, http://www.supplychainquarterly.com/topics/Strategy/scq201101sony/, Vice president of Supply Chain Operations Yuka Yu uses the term ‘trusted chain’ rather then supply chain. According to Yu, this term emphasizes that the strong relationships between Sony and its partners depends on mutual trust and communication. As many of us will know, implementing CPFR and S&OP like Sony did, requires internal and external … Continue reading The Trusted Chain

The behavioural Supply Chain

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