Challenges of Measuring Performance of the Sales and Operations Planning Process

Hulthén, Hana; Näslund, Dag; Norrman, Andreas

doi:10.31387/oscm0260176

Cited by 3 publications

(4 citation statements)

References 11 publications

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“…On a local scale, the S&OP process is usually performed in a monthly planning cycle embracing the following five steps [ 26 ]: data gathering, demand planning, supply planning, pre-meeting, and executive meeting. These five steps are observed in a majority of S&OP studies (e.g., [ 11 , 40 , 42 , 43 ]), and are discussed next.…”

Section: Theoretical Backgroundmentioning

confidence: 88%

“…IT refers to software, interfaces, hardware, and communication systems used to support the process execution. Metrics covers all key performance indicators (KPIs) and measurement procedures used to monitor results and continuous improvements in the operations area and the overall business, as well as the S&OP dashboards, including measuring the process management itself and its effects on corporate effectiveness and efficiency [ 43 ]. S&OP effectiveness measures can be related to forecasting accuracy, resource adherence (e.g., capacity capability, inventory), trade-off measures (cross-functionality with demand plan vs production plan and alignment with strategy and reward system), plans adherence and actual vs target [ 41 ].…”

Section: Theoretical Backgroundmentioning

confidence: 99%

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Global sales and operations planning: A multinational manufacturing company perspective

et al. 2021

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The purpose of this paper is to analyse the global Sales and Operations Planning (S&OP) process and investigate the steps to support consolidated business planning in worldwide operations and large-scale supply chains. The paper conducts a case study at a multinational manufacturing company applying an abductive approach. It combines the deductive logic from theory and the inductive logic from field observation in an attempt to elaborate further on theory on global S&OP. The analysis is structured and guided by a novel framework for global S&OP, which is developed based on the theoretical background and the case study findings. The research findings characterise the S&OP process for global operations and identify challenges related to the need to synchronise the subsidiaries’ S&OP efforts worldwide to deal with different contingencies of these subsidiaries, and to manage and analyse a large amount of information gathered. The research reveals how the subsidiaries’ performance is analysed by top executives along the global S&OP process, feeding strategic initiatives in the organisation and identifying business opportunities like benchmarking among subsidiaries, synergies with other management practices, and global gains. This paper offers a novel investigation of the global steps on S&OP in a real-life setting, offering a well-documented characterisation of the process that goes beyond the traditional local approach. Moreover, it is the first study to reveal challenges and expected outcomes of such a global perspective for S&OP. The theoretical advancements of S&OP research offered herein aid scholars, opening avenues for middle-range theorising, highlighting the cross-disciplinary nature of the domain, and discussing the use of concepts from related disciplines like Economics, Psychology, and Information Systems. The research findings can also assist executives, especially from multinational manufacturers, in their efforts to consolidate global planning.

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Section: Theoretical Backgroundmentioning

confidence: 88%

Section: Theoretical Backgroundmentioning

confidence: 99%

Global sales and operations planning: A multinational manufacturing company perspective

et al. 2021

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“…Elas têm que ser relevantes para o negócio e para o modelo de produção da empresa e além de trazer uma reflexão sobre impactos financeiros. Os achados corroboram Grimson e Pyke (2007), Hulthén et al (2016) e Hulthén et al (2017), destacando que a medição é essencial, tanto para implementação quanto para a melhoria contínua, dando eco ao clássico Thomé et al (2012a). Wagner et al (2014) também destaca a importância do alinhamento das metas entre as áreas como um diferencial competitivo para as empresas.…”

Section: Lições Aprendidasunclassified

“…, corroborandoHulthén et al (2016), que afirma que a eficiência do S&OP está relacionada em como as atividades que fazem parte do processo são organizadas e gerenciadas. Já o pilar medidas de desempenho aborda que as definições das métricas de acompanhamento devem estar relacionadas ao negócio (volume de mudanças na demanda e no planejamento), ao modelo de produção (picos e vales de produção, % de utilização da capacidade instalada e necessidade de transbordo para o mercado) e devem trazer reflexões sobre o impacto financeiro, corroborando Grimson e Pyke (2007),Hulthén et al (2016) eHulthén et al (2017) …”

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Seop Aplicado a Uma Indústria Com Modelo De Produção Eto: Um Guia Prático De Implementação

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Aos meus pais, Celso e Angela, por me apoiarem e estarem sempre do meu lado, me incentivando e ajudando com o que fosse necessário.Ao meu noivo, Alexandre, por também sempre me apoiar, me passar a tranquilidade necessária nos dias mais difíceis.Aos meus amigos do mestrado, André, Mayara e Dani, que me ajudaram e estiveram junto comigo nessa caminhada para me tornar mestre.Aos meus familiares e amigos, que me ajudaram e me deram apoio durante esta jornada.Ao meu orientador, Luiz Felipe Scavarda, pela dedicação, suporte e aconselhamento durante todo o processo de construção da minha dissertação e artigos, assim como ao longo do mestrado.A todo o corpo docente da PUC-Rio, principalmente do Departamento de Engenharia Industrial, pela ajuda e todos os ensinamentos aprendidos.

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Supply Chain Incentive Alignment: The Gap between Perceived Importance and Actual Practice

Norrman

Näslund

2019

OSCM: An Int. Journal

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Incentive alignment is discussed as one of the key factors for successful implementation of supply chain management. However, there is a lack of empirical research regarding implementation as well as evaluation of the effects of alignment mechanisms in practice. The purpose of this study is therefore to explore and describe the current practice and to identify gaps of Supply chain incentive alignment. The study is an explorative and descriptive survey study based on forty-eight responses from members, supply chain officers, of the Swedish Supply chain panel. The theoretical lenses are based on literature discussing incentive alignment in supply chains, e.g. principalagency theory and supply chain contracting, but also on literature discussing internal process based management and rewards for goal congruence. The study shows a clear gap between perceived importance and realized practice of both external (inter-organizational) and internal (cross-functional) incentive alignment. Very few of the existing sophisticated coordinating mechanisms proposed in theory were used to any significant extent. In fact, the internal incentive structures seem to counter act, and not support, supply chain orientation. This finding relates not only to non-logistics departments but also to functions in "the logistics family". The major challenge, both externally and internally, is to be able to define incentives that drives behavior in the right direction. The study clearly shows gaps between practitioners' intent and current practice, and it provides a broad range of more sophisticated and coordinating mechanisms than the ones mainly used today.

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Challenges of Measuring Performance of the Sales and Operations Planning Process

Cited by 3 publications

References 11 publications

Global sales and operations planning: A multinational manufacturing company perspective

Global sales and operations planning: A multinational manufacturing company perspective

Seop Aplicado a Uma Indústria Com Modelo De Produção Eto: Um Guia Prático De Implementação

Supply Chain Incentive Alignment: The Gap between Perceived Importance and Actual Practice

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