Over the past four decades, supply chain departments have taken on a much broader role within companies. They are still responsible for optimising end-to-end business processes, but something essential has been added, says Hans van der Drift, partner and consultant at Involvation. He calls this Integrated Business Management or, in plain English,...
More than 15 years ago, Heineken initiated its impressive program to implement S&OP globally and move through increasing stages of maturity. Starting with a basic process, the company subsequently added more advanced elements, including a regional S&OP hub in Europe and a recent program called “Connected Forecasting” to start driving the financial...
In his brilliant book ‘Leading without Commanding’, Filip Vandendriessche describes howmanagers often create their own problems. By managing on input rather than output, they create resistance rather than buy-in.This simple observation also holds important lessons for S&OP. No input management In a processwhere people make the difference, input...
The idea behind Involvation’s IBP event was to organise an interactive workshop with a small group of SOP-IBP professionals. Shortly after registration started, we found that our office building would not be big enough, indicating that IBP is high on the agenda in many companies!
S&OP may be a 40 year old concept, but it is developing at an increasing pace, enabled by the possibilities offered by the latest generation of Advanced Planning Systems.
Fashion company Stichd has an extremely complex planning process. To help the company get a grip on its multi-dimensional supply chain, Involvation set up an advanced planning system consisting of no fewer than eight planning layers.
If your company is running a robust S&OP process, then this short article should be worth reading. If not, then you may want to stop and focus on the basics first: realise short and midterm demand-supply balancing based on a demand planning process that delivers solid results. In this case you are still in good company by the way, as many...
In the first blog in this series, Eight steps to evolve S&OP into IBP, we introduced a number of IBP building blocks. Useful, as we should eat the IBP elephant one bite at a time. Some of these building blocks will be a lot of work in themselves, so trying to design, build and implement them all in one big bang will certainly fail. This building...
More and more companies are finding that their monthly Sales & Operations Planning (S&OP) meetings largely revolve around the acute supply chain problems. As a result, they have hardly any time left to discuss medium-term issues. That’s why, during a recentWebinar Wednesday, consulting firm Involvation advocated an additional process that deals...
Fashion company Stichd has an extremely complex planning process. To help the company get a grip on its multi-dimensional supply chain, Involvation set up an advanced planning system consisting of no fewer than eight planning layers. During Supply Chain Media’s S&OP Selection Day, it became apparent that this makes Stichd much more flexible.