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