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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

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