Hinweis der Redaktion

• This is the compass that guides us: “There is nothing more important than our customers”We are a customer company. We are a connected, innovative, highly serviceable company and that’s our compass. Thank you!
• Every company is at a different place in their S&OP Maturity. It’s very important to understand where you are starting. Some companies will not a baseline, bottom’s up statistical forecasting process and maybe that’s the starting point. Other’s may be ready for advanced integration of forecasting to drive the expense outlooks warehousing, inbound and outbound freight. I recommend external benchmarking at a minimum, potentially a consulting engagement to get a view of where you are starting and expand your ideas of the possible future state.Have a long term strategic vision of where the business needs to go. I agree strongly with Jack, dream big! Have goals big enough to excite the organization. Be sure to have an attainable path to get there, intermediate steps that can be proofs of success along the way. Be very mindful of other parts of the business that may not traditionally be considered in S&OP planning but have a huge impact on the S&OP and overall business results. R&D as an example of component commonality or Procurement for sourcing complexity. It’s critical to develop a strategy to approach each organization to optimize the long term success.