Each year around this time, leaders and managers across all functions are looking ahead to next year. They are thinking… What do I need/want my group to accomplish? How many people should I have? What is this going to cost? How can I justify it? How am I going to work-in, perhaps negotiate the mandated […]
In this final installment of our 4 part series, we’ll take on the human element of change management. The other parts we looked at dealt with process, information technology, and organizational topics. Salespeople at all levels can be some of the most challenging for us supply chain types. It’s not that they don’t want the […]
In Parts 1 and 2 we looked at process and IT considerations respectively. In this segment, we’ll discuss organizational considerations that will position you to effectively engage Sales to ensure they are involved and accountable. Toward that end, I suggest the following: Clarify the roles and reporting relationship of the Demand Management function. This is […]
Welcome to Part 2 of our 4 part series on improving engagement from Sales to support Demand Planning. In Part 1, I discussed some specific considerations and ways related to process design to improve Sales’ engagement in your Demand Planning process. You can review Part 1 on process tips if you’d like. It’s hard to […]
Many of us who’ve implemented, improved, or managed a demand planning process have struggled to get Sales to commit to, and participate in the process to the degree that we’re looking for. We often hear things like: “I need to spend my time selling.” “This is taking time away from my customers.” “Our business is […]
It’s budget time again (already!) and for many managers that means a mad scramble chore to get their inputs into the roll-up. “Where is last year’s budget?” “Let’s take that, apply some factor, and be done with it.” Maybe that works for a while, but how many years in a row can you get away […]
“Best Practices” are the collectively agreed practices that have been shown to produce desired outcomes for a process, subject matter area, or industry. Companies, industry organizations, and consultants all have their lists (we do too, see the Nexview S&OP Performance ArrowSM). While it’s great to research this information and leverage the experience of others, best practices […]
You know that you need to make improvements, and you are hearing good ideas and suggestions from your colleagues and material the media. You know what to do, it’s time to take action, let’s just do it. Stop and look before you leap. Think about these questions – Do I need help or buy-in from […]
Okay – you and your decision makers have decided to take the plunge on S&OP. You know it’s the right thing to do, it’s going to help your company, everyone can feel it. So now what? It’s time to put your money where your mouth is and make it happen. Where do you start? While […]
To best take advantage of marketplace opportunities, some leading E&P companies are reducing their cash cycle times while improving focus on capital management and operating expenses through a process called Integrated Business Planning (IBP). While developing in upstream, IBP is a mature cross functional planning process that has been developed over the past 30 years […]
The terms Sales & Operations Planning (S&OP), and Integrated Business Planning (IBP) are more and more becoming interchangeable. As S&OP has evolved to encompass more than just balancing supply and demand at an aggregate or product family level, the term IBP is becoming more widely used and is perhaps better suited to non-manufacturing environments. Hopefully […]
The Executive S&OP is the culminating meeting in the S&OP flow that is often preceded by the Portfolio Review, Demand Review, and Pre-S&OP meetings. Read the article at the Institute of Business Forecasting and Planning’s blog site that will give you five tips to keep executive support and make this meeting effective. .
We’ve all heard that S&OP is an executive process, but how do you get their interest and support? By S&OP, I mean the monthly meeting flow that coordinates demand, supply, and financial planning to operationalize a company’s strategy. This process culminates with the Executive S&OP Review that is led by the company’s or business unit’s senior executive. […]
How many times have you been in a Pre-S&OP meeting that seems to drag on and tie up several high-end people who are already overloaded? S&OP is a great and vital process, but sometimes parts of it can be unnecessarily time consuming. Read the article at the blog site for Institute of Business Forecasting & Planning. .
Corporate events such as mergers, acquisitions, restructures, and performance improvement programs often bring about a need to examine how supply chain functions should be structured. At one extreme, and still prevalent in many organizations, supply chain duties are scattered throughout the company and have evolved due to the absence of a proactive design effort combined […]
You vividly remember all the hard work that went into implementing your S&OP process – the training, the consensus building, the report building, the promises, or perhaps you’ve inherited something and it’s not what you envision S&OP should be. People are losing interest, or it’s just not delivering to expectations, what can you do?
The article provides some points to consider when implementing proposed reductions to your product portfolio.
The article gives some guidance on when to implement S&OP first vs. improving the underlying planning processes first.
Why avoidance savings are real.
The article describes the key components that go into managing demand to impact forecast accuracy.
The article describes how the soft components and more tangible techniques come together to ensure change programs are successful.