In previous articles (eg How to Build a Strategic Capability in S&OP), I have highlighted a number of critical foundations required to embed and sustain effective S&OP. As I have also described, it is not unusual for the enthusiasm and engagement in the deployment of a new S&OP process to dissipate over time and ultimately undermine the operation and value of the process. In order to maintain the relevance and added-value of S&OP across the enterprise, it is essential that t

In my last article ‘Cross-Functional Collaboration – A Critical Success Factor For Growth’, I outlined the growing imperative for cross-functional working in organisations. As I described, this imperative is driven by both the increasing expectations and requirements of customers, but also the evolving nature of teams and enabling technologies. Many organisations recognise the need to fundamentally improve cross-functional partnership. However, the approaches used to addres

In my previous posts, I have discussed the challenges in deploying an effective S&OP/IBP process which are experienced by organisations across all sectors. These challenges mean that S&OP/IBP rarely delivers the enterprise benefits that were envisioned for the process when it was first conceived and codified by Dick Ling in the 1980s. Perhaps the most common, and significant, challenge to the execution of an impactful enterprise S&OP/IBP process is the lack of cross-function

In my previous post Evolving S&OP/IBP for the Real World, I outlined the key challenges in deploying S&OP/IBP and how these result from both traditional approaches to supply chain planning and from emerging environmental trends. In this article, I introduce an innovative and increasingly-adopted approach to S&OP and explain how this addresses these challenges. The Demand Driven operating model (incorporating Demand Driven MRP and Demand Driven S&OP) has received increasing a

It is widely reported that only a small proportion (typically around 30%) of S&OP/IBP deployments deliver and sustain the full business benefits expected by organisations. This finding is also commonly recognised by the practitioners of these processes, who describe the various workarounds and firefighting required to create and execute optimal plans for the business. Whilst this is not a new phenomenon, some emerging trends have increased (and continue to increase) the bar

My experiences as a commercial leader deploying S&OP/IBP have illustrated very clearly the critical need for cross-functional engagement and collaboration, especially between the supply chain, commercial and finance functions. However, it is also clear to me from speaking to supply chain professionals across industry sectors that S&OP is often still deployed and promoted internally as a supply chain process which other functions are asked to support and participate in. My vi

It is now widely recognised that S&OP (or its successor IBP) is much more than a specialist supply chain process and requires a high degree of cross-functional partnership and collaboration across the organisation to deliver lasting results. This aspect of S&OP is also recognised as being the most challenging to deliver and sustain. Whilst there is plenty of practical advice and guidance on some of the more mechanical aspects of the S&OP process (such as process design or ar

In my previous article, “3 Tools for Sustainable Cross-Functional S&OP” I introduced the key roles that coaching and mentoring can play in building and sustaining high-impact S&OP. The terms coaching and mentoring are widely known and often used interchangeably but here I am specifically referring to two forms of intervention which in combination are very powerful in supporting the leadership development and organisational changes required for impactful S&OP. Whereas coaching

In my previous articles in this series, I have outlined some of the challenges and approaches to creating a strong cross-functional S&OP process based on my experiences of leading this change in a global pharmaceutical company. However, as any S&OP practitioner will tell you, the initial deployment is really only getting the organisation to the start line – the real value to the business comes from achieving a sustained and improving process. Researchers in this field typic

The Commercial/Supply Chain Partnership in Pharmaceuticals In my previous post Arm-in-Arm or Arm's Length?, I outlined the emerging need for cross-functional working in the pharmaceuticals sector based on sector-wide pressures on innovation, growth, margins and working capital. In particular, I proposed that a key success factor for the industry is enhanced partnership and integration between the Supply Chain and Commercial functions using the vehicle of Sales & Operations Pl

The evolving challenge of cross-functional working in pharmaceuticals The pharma industry has long understood the need for close collaboration between key functions to drive business success – with profitable innovation demanding close partnership between R&D and Commercial functions, and effective campaign execution drawing on an effective Marketing and Sales collaboration. However, the winning formula in the pharma sector has developed over the last five years and this has