Improving business and operations planning
Gaps in your sales and operations planning process?
Companies that manage S&OP purely as a supply chain process are not seeing the bigger picture.
The COO of a large global pharmaceuticals company was frustrated. A lagging sales and operations planning (S&OP) process was wreaking havoc on operating costs.
A detailed analysis revealed what the COO had suspected: cross-functional teams weren't focused on the S&OP processes that mattered. They were focused on what had just happened rather than anticipating what could be around the next corner.
The COO had already initiated a re-evaluation of the company's current-state S&OP design that included:
- Consensus-driven demand and sales forecasting
- Supply-to-demand reconciliation
- Quick communication within the supply line to eliminate surprises
- Clear lines of accountability
In resolving the issues originally identified, the COO now had additional gaps he needed to address. He had resolved the tactical challenges. Now he needed to think more strategically.
Our series, 5: insights for executives, explores the questions:
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| The answers in the issue are supplied by: |
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 | Arvin Goldberg
Executive Director
Advisory Services
+1 703 747 1429 |  | Bradley Newman
Partner — Americas
Advisory Supply
Chain & Operations
+1 312 879 4083 |
|
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- Arvin Goldberg
Executive Director
Advisory Services
+1 703 747 1429
- Bradley Newman
Partner — Americas Advisory
Supply Chain & Operations
+1 312 879 4083
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