Sorry, but your login has failed. Please recheck your login information and resubmit. If your subscription has expired, renew here.
September-October 2014
2014 marks the 10 year anniversary of the Gartner Supply Chain Top 25 ranking. This year we have a diverse set of large, global companies with mature, demand-driven supply chains. There are lessons to be learned from these supply chain leaders, many of whom have led their industries over the past decade. Browse this issue archive.Need Help? Contact customer service 847-559-7581 More options
I met a young woman at a semi-conductor manufacturer who wanted advice concerning Sales and Operations Planning (S&OP) processes. Her Chief Operating Officer (COO) had asked her to start a process among executives. Her main concern was that the COO wanted it to focus exclusively on the immediate fiscal quarter.
This planning horizon is too short for executives to have meaningful future impact.
Sales and marketing activities can’t be significantly changed, supply is relatively limited, and the S&OP meetings are too operationally-oriented. I advised that she should focus on getting a routine process started and eventually convince the COO to move the planning horizon out to at least six months, and possibly up to 18 months; consistent with typical S&OP processes.
This complete article is available to subscribers
only. Click on Log In Now at the top of this article for full access. Or, Start your PLUS+ subscription for instant access. |
Not ready to subscribe, but need this article?
Buy the complete article now. Only $20.00. Instant PDF Download.
Access the complete issue of Supply Chain Management Review magazine featuring
this article including every word, chart and table exactly as it appeared in the magazine.
SC
MR
Sorry, but your login has failed. Please recheck your login information and resubmit. If your subscription has expired, renew here.
September-October 2014
2014 marks the 10 year anniversary of the Gartner Supply Chain Top 25 ranking. This year we have a diverse set of large, global companies with mature, demand-driven supply chains. There are lessons to be… Browse this issue archive. Access your online digital edition. Download a PDF file of the September-October 2014 issue.Download Article PDF |
I met a young woman at a semi-conductor manufacturer who wanted advice concerning Sales and Operations Planning (S&OP) processes. Her Chief Operating Officer (COO) had asked her to start a process among executives. Her main concern was that the COO wanted it to focus exclusively on the immediate fiscal quarter.
This planning horizon is too short for executives to have meaningful future impact.
Sales and marketing activities can’t be significantly changed, supply is relatively limited, and the S&OP meetings are too operationally-oriented. I advised that she should focus on getting a routine process started and eventually convince the COO to move the planning horizon out to at least six months, and possibly up to 18 months; consistent with typical S&OP processes.
SUBSCRIBERS: Click here to download PDF of the full article. |
SC
MR
Latest Supply Chain News
- How S&OP provides the answer to in-demand products
- AI, virtual reality is bringing experiential learning into the modern age
- Humanoid robots’ place in an intralogistics smart robot strategy
- Tips for CIOs to overcome technology talent acquisition troubles
- There is still work to do to achieve supply chain stability
- More News
Latest Podcast
Explore
Latest Supply Chain News
- How S&OP provides the answer to in-demand products
- AI, virtual reality is bringing experiential learning into the modern age
- Humanoid robots’ place in an intralogistics smart robot strategy
- Tips for CIOs to overcome technology talent acquisition troubles
- There is still work to do to achieve supply chain stability
- Blooming success: The vital role of S&OE in nurturing global supply chains
- More latest news