I have to admit. I’m going against my own religion. This week I had a scoping session with an app developer, to create an app for the greatest idea in the world. Fortunately it’s my own idea! As an IBP manager I’m daily in contact with marketeers on their great innovation ideas. I make sure they follow the rules of the stage gate process, where based on … Continue reading Supply Chain apps
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
Since I came to Australia I know that black swans are common. I actually go regularly feed these swans with my two girls. For my two girls, black swans are as any duck or sheep; perfectly common animals. According to Taleb in his book The Black Swan, black swans follow the 3 following criteria: The event is a surprise for the observer The event has … Continue reading Most Black Swans are business as usual
The slogan for the March 2012 IE group summit in Berlin is ‘IBP innovation’. As innovation is defined by ‘the act of introducing something new’ it is good to see that the IE group wants to start thinking beyond the current definition of IBP. Integrated Business Planning is often seen as a natural progression from S&OP, which came to life in the 80’s to align … Continue reading Integrated Business Planning innovation I
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
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
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
As an MSc in operations management, I started my career analysing inventory parameters in a 35 main distribution centre, up to 350 locations, four level multi-echelon inventory network. The odd 100.000 spare parts my department was planning ranged from 0.01 US$ to 200k US$ in cost price and demand ranged from less then 1 spare part a year to over a 1000. The whole goal … Continue reading In optimization, settle for the near optimum
Around 2500 years ago a strange, awkward guy was strolling the streets of Athens. He would walk up to people and start conversation and ask questions about life, religion, and politics. He would challenge their answers and usually got them stuck in their own reasoning and arguments. By asking questions, Socrates made his targets starting question their own beliefs and purpose. If we want to … Continue reading Know thy Supply Chain!
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
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