08/17/2010 | Press release | Archived content
To construct the best overall plan based on sound business decisions, the S&OP team must have accurate, reliable and consistent information - the current status, future conditions, constraints, and concerns about demand, production, inventory, procurement, and finance. They must know how decisions in one area impact performance in another. And, they need the flexibility to evaluate multiple business scenarios-optimistic, pessimistic and realistic. Without this information, executives must rely on experience, intuition and risk assessment.
Leading companies have tackled these challenges head first and have transformed their supply chains from cost centers to customer service and profit centers. Speaking with these companies and working with them through the process, I find the following 5 steps critical to help companies successfully navigate the S&OP meeting.
High customer service is expensive without an optimized inventory plan. The most efficient production will likely increase inventory and may lead to higher product obsolescence. Each area impacts another and so forth. This balancing act is at the heart of a profitable S&OP process that ties strategic goals to tactical operational plans across your global business.
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