Posts Tagged ‘Strategy and Forecasting’

Responsiveness – The other half of demand forecasting conversation.

Published May 5th, 2011 by Lori Smith 0 Comments

Short post today to let you know that our very own chief blogger, Trevor Miles, recently presented a session at the High-Tech Forecasting & Planning Summit last month. His session was called “Is Forecasting Fatally Flawed?” Does that title seem a little familiar? Well that’s because the session was based on a recent blog post he did by same name.

You can check out the PPT deck from the event here:

Or view the on-demand webcast here:

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Posted in General News

New S&OP E-book: Four ways to make S&OP the GPS system for your business.

Published April 19th, 2011 by Lori Smith 0 Comments

We recently completed an e-book called “S&OP in the 21st century: Your system for navigating the modern business landscape.”

It’s a great resource for those who want an overview of what an advanced S&OP process should look like and what it takes to get there. Flip through the pages to get a quick outline of the modern-day challenges, benefits, tips, and best practices for S&OP. If you want to dive deeper on any one topic, there are a multitude of links for you to access further resources such as blogs, surveys, research reports, and white papers. And of course, we added some lighter content just for laughs.

What is covered in the e-book?

What is Sales and Operations Planning?

  • The Ingredients of S&OP
  • Why Bother with S&OP?
  • Where Does Your Company Sit on the Maturity Curve?
  • The Four Dimensions of Change

Do You Need Technology? What Kind of Technology?

  • What’s Wrong With Excel?
  • What About ERP?
  • Are Legacy Apps Yesterday’s News?

Four Keys to S&OP Effectiveness.

  • East-West Integration: Demand + Supply
  • North-South Integration: on: Finance + Operations
  • Tying Together Volume and Mix Plans
  • S&OP On Demand, Not Only on Schedule
  • The Rise of Integrated Business Planning

The Technology You Need for Success.

  • A Single Data Model Goes Deep and Broad
  • “What-If” Is Vital
  • Collaboration is the Bedrock
  • Dashboards and Scorecards Keep Track
  • Moving Up the Maturity Model Staircase

Download your copy today and stay tuned for future posts on the S&OP e-book!

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Posted in General News, Sales and operations planning (S&OP)

Dilbert explains the value of S&OP.

Published March 3rd, 2011 by Trevor Miles @milesahead 0 Comments

Well, not actually.  But this Dilbert cartoon, despite referring to the budgeting process, definitely brings out the biggest challenges of S&OP, namely collaboration and alignment.  Because S&OP is a cross functional business process, it is natural that getting alignment is one of the most difficult, but most valuable, outcomes of S&OP. Often, collaboration will result in alignment, but if the trust level is very low, you may need to address alignment first.

Tom Wallace in a recent blog titled “Cross-functional collaboration is not a pre-requisite for successful S&OP: it’s a result” states that:

Improved teamwork is a natural by-product of  S&OP. I tell people that if they’ve implemented S&OP and have not seen an improvement in teamwork, they didn’t do it right. It’s that simple. Enhanced teamwork follows successful S&OP just as day follows night.

Of course it isn’t that everyone is a liar as in the Dilbert cartoon, but rather that frequently the objectives and performance measures of individual functions are not aligned, preventing what Tom Wallace calls teamwork. All too often the VP of Operations is measured on asset utilization and the VP of Sales is measured on revenue or margin increase.  These are often in conflict because satisfying the most demand often means doing so ineffectively from an asset utilization perspective, especially inventory.  Conversely, the most efficient asset utilization often does not lead to the most effective demand capture because the tendency is to have long production runs to reduce change-overs, leading to high inventory levels and a product mix that may not match market demand.

But we have to get beyond having meetings at which conflicts are discussed, to a process in which different functions can explore alternative what-if scenarios collaboratively.  They need to have immediate feedback on the effect their decisions have not only on their own metrics, but also on the corporate metrics and other functions’ metrics.  When people can compare what-if scenarios side-by-side and understand the broader consequences of their decisions they will often behave in a less parochial manner.

I recently I presented at the Sales and Operations Planning Summit 2011. My session was on ‘Continuous S&OP for high-tech/ electronics manufacturers.’ We just posted the PPT deck and recording from my presentation. Make sure to check it out!

Video recording:
PPT Deck:

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Posted in Milesahead, Sales and operations planning (S&OP)