When leaders are tasked with assessing macro questions such as “how do we better meet demand?” or “how can we better manage capacity?” they’re at the same time expected to identify and operationalize answers to those questions. Answers come in the form ...
Transformation inherently implies big differences in the way things look or get done at some future point as compared to the present state. With that in mind, many leaders carry an understandable transformation trepidation because big swings sometimes ...
Business Continuity Planning (BCP) has taken on more importance than ever given the wide array of unprecedented disruptions that organizations are now having to contend with. The breadth of these disruptions and the complexities they introduce have also ...
Sales and operations planning has been around for decades. At the time it was created, the emphasis was on setting up a process that would facilitate collaboration between the commercial departments (e.g., sales, marketing) and operations (e.g., ...
Most organizations have a hard time minimizing the discrepancies between their capacity and the demands of their customers. As a result, most of them are under-utilizing resources or are unable to fulfill customer demand.
The balanced scorecard has been around for well over a decade, and it undoubtedly has brought value to companies by establishing a holistic approach to defining and setting targets in a more unified way. Nevertheless, it has suffered from the same ...
While embedding financials is the bedrock for expanding the value from S&OP, adding robust what-if analysis capabilities can unleash its maximum potential, thus delivering true Integrated Business Planning.
Whether it’s referred to as Integrated Business Planning, Profit Sales & Operations Planning (PS&OP), “Strategic” S&OP or another name, the market is looking for the next generation of the S&OP process to include financials as an integral ...