Tag: what is S&OP

Leadership, S&OP

A perspective on collaboration and IBP

My last blog I wrote on the 5th phase of S&OP. That 5th phase refers to behavioural capability that is required to take S&OP beyond the process, systems, reporting and KPI’s S&OP practitioners usually talk about. I called that phase emotionally competent as that felt just about the right description for knowing yourself, your behaviours, controlling your behaviours and adapting your behaviours to different circumstances … Continue reading A perspective on collaboration and IBP

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Leadership, Positive mindset, 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

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S&OP

It’s a complex business process, STUPID!

I’ve seen it before and I’ll probably see it again, but it still takes me by surprise every time. In the last 6 months I’ve observed two 2 billion $ well-respected FMCG companies with some very well-known world brands make the same mistake with IBP. First they build up the burning platform for IBP. Their customer service levels are not up to scratch, waste levels … Continue reading It’s a complex business process, STUPID!

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S&OP

The changing role of planning

The  following is some more detail behind the attached presentation I gave at an Australian planning & forecasting conference. YOu can find the presentation here: 2013 The role of DR in IBP October 1st v2 The changing role of planning The key message in my presentation was that Planning & Forecasting is not only about numbers anymore. Forecasting must mature beyond numbers, systems and spreadsheets only. … Continue reading The changing role of planning

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Leadership, S&OP

The right brain and S&OP: cornerstones to a collaborative culture

Collaboration is widely accepted to add value to a business network. Yet few companies will say they have truly a collaborative culture. The supply chain function and S&OP process can be catalysts to drive a collaborative company culture. For this to happen, the traditional left brain thinking supply chain organization has to start activating and using right brain skills and S&OP needs to start leading … Continue reading The right brain and S&OP: cornerstones to a collaborative culture

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Leadership, S&OP

Have you crossed an S&OP silo lately?

In the S&OP pulse checks I conducted in 2010, 2011 and 2012 ‘the organizational silos’ were chosen as a top 3 roadblock in implementing S&OP for 3 consecutive years. ‘Senior leadership support’ was the number one roadblock in all three years. We do indeed feel more comfortable in our own silo and vertical reporting line. It seems that’s just how we are. Working horizontally across … Continue reading Have you crossed an S&OP silo lately?

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S&OP

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

Unknown's avatarNiels1 Comment
Leadership, S&OP

Leading in changing and sustaining S&OP

As a follow up from my last blog on the right brain chasm in supply chain and S&OP, you can find here my presentation on  Changing & sustaining S&OP from the March 2013 Australian S&OP conference. A quick  guide to go with this presentation. The biggest change required for proper S&OP or in general for agile decision making is horizontal thinking. Information never sits in one function, … Continue reading Leading in changing and sustaining S&OP

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