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Tuesday, 02 October 2012 10:43

Best Practices in S&OP

Enterprises in the post millennium era have been severely challenged by a set of irreversible marketplace factors — including shrinking profit lifecycles, demand for personalized solutions, and the rise of the distributed network enterprise — that have transformed the global competitive environment into one with fundamentally more uncertainty and risk, but also one with great opportunity. These pressures have compelled companies to redefine winning business models, processes, and technologies and have catapulted the sales and operations planning process into the single most important tactical process to manage risk and profitability.

Published in Best Practices

When it comes to best practice in operations management, few would dispute the value and credibility of sales and operations planning (S&OP).

The problem, however, is that while many believe they understand S&OP, they don’t always realise its full potential because they fail to grasp the true fundamentals of the process. That isn’t necessarily their fault; to some extent, S&OP has lost its way in recent years. Changes in the economy and the dynamics of the manufacturing supply chain, plus the actions and attitudes of manufacturers to those changes, have all had their part to play. And it is also true to say that some S&OP practitioners themselves, have contributed to the devaluation of S&OP as a management process.

Published in Best Practices
Thursday, 23 August 2012 06:43


ManufTodd Taylor from OPS Rules Management Consultants explains how to optimize your forecasting.

"The funny thing about forecasts is.…they are never accurate,” explained a very experienced operations executive during a recent meeting. A veteran in our industry with 30+ years in supply chain and manufacturing operations; this executive works at a very senior level in an operations leadership position for one of the leading technology companies in the world.  This man claims that that he has “blunted his sword” trying to improve forecasts, but in the end….”forecasts are always wrong”. 

We all know that forecasts are never accurate. We also understand the “bullwhip effect” and what happens in traditional value chains the further a company is from the end consumer. 

Published in Best Practices

MRP stands for Material Requirement Planning.

MRP II stands for Manufacturing Requirement Planning and is an evolution of MRP I.

The MRP is a planning process itself developed in the 1960s by Joseph Orlicky from the United States, aimed at planning the supply chain both on the short and long term.

Published in Planning & Scheduling
Tuesday, 06 March 2012 16:32

9th Annual Global Supply Chain Survey


This year’s survey focused on the progress being made across three capabilities that are essential to supply chain success today —visibility, analytics, and flexibility. As in past surveys, clear levels of competency emerged among the respondents. We’ve termed them the leaders, followers, and laggards. And it’s not surprising that the leaders’ superior performance in these key areas translates directly to competitive advantage.

Published in Industry

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