Developing and implementing contextualised S&amp;OP designs – an enterprise architecture management approach

Kreuter, Tobias; Kalla, Christian; Scavarda, Luiz Felipe; Thomé, Antônio Márcio Tavares; Hellingrath, Bernd

doi:10.1108/ijpdlm-06-2019-0199

Cited by 21 publications

(41 citation statements)

References 37 publications

(117 reference statements)

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“…The S&OP process is a cross-functional business process designed to help companies in synchronizing supply and demand, in aligning strategic planning with daily activities, and by reviewing performance measures, in promoting continuous improvement (Grimson and Pyke, 2007; Wagner et al. , 2014; Ambrose and Rutherford, 2016; Noroozi and Wikner, 2017; Kreuter et al. , 2021).…”

Section: Introductionmentioning

confidence: 99%

“…, 2021). Many studies have shown that after the S&OP process implementation, supply and demand should always be aligned, and therefore help in preventing or mitigating the famous “bullwhip effect” (Olhager and Selldin, 2007; Lapide, 2011; Tuomikangas and Kaipia, 2014; Mello, 2015; Kreuter et al. , 2021).…”

Section: Introductionmentioning

confidence: 99%

“…In fact, the implementation of the S&OP process inevitably leads to a change in the company's operational culture from one that is internally focused to the one that better understands the benefits of working with all stakeholders in the supply chain (Ivanova-Gongne, 2015; Swaim et al. , 2016; Kreuter et al. , 2021).…”

Section: Introductionmentioning

confidence: 99%

“…In other words, the S&OP implementation is contingency dependent (Ivert and Jonsson, 2010; Thomé et al. , 2014; Kristensen and Jonsson, 2018; Kreuter et al. , 2021).…”

Section: Introductionmentioning

confidence: 99%

“…In answering this question, we opt for a context-dependent S&OP implementation approach (Kristensen and Jonsson, 2018; Jonsson et al. , 2021; Kreuter et al. , 2021).…”

Section: Introductionmentioning

confidence: 99%

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Learning from sales and operations planning process implementation at ASTRO Inc.

Tchokogué

Ngniatedema

Paché

2022

BPMJ

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PurposeThe purpose of this case study is to develop a complete understanding of the sales and operations planning (S&OP) process implementation effort at ASTRO Inc. and to determine the influential factors that led to its success, the interrelationship between them, as well as the level of influence of each factor compared to their counterparts. As we trace the evolution of S&OP in the organizational context, the view that its implementation leads to a positive impact in changing the way companies do business is not in itself novel. To date, there is limited academic investigation on how and why the S&OP process implementation leads to a successful organizational transformation.Design/methodology/approachThe data used in this case study were collected through semi-structured interviews with selected employees and through documentary analyses based on the archives at ASTRO Inc., a large North American company, for the period from 2016 to 2018. The paper adopts a methodology based on a retrospective study and interviews.FindingsThe analysis shows that the S&OP process design and its implementation required efforts on many distinct but complementary fronts to be successful. However, the level of influence varies across the organizational enablers that contribute to this success. Its successful implementation is fundamentally dependent on the managers' ability to create mindset changes in the organizational culture, and to plan and coordinate the S&OP process deployment. The key enablers need to be skillfully combined, taking into account the contextual variables, namely, the company's internal context, the company's external context and the specific characteristics of the industry in which the company belongs.Originality/valueThe current study provides a better understanding of the implementation of the S&OP process and highlights the key enablers that led to its successful implementation. It provides practical managerial guidelines for designing, deploying and using an S&OP process in response to and in anticipation of customer demands, and competitive pressures.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

“…In other words, the S&OP implementation is contingency dependent (Ivert and Jonsson, 2010; Thomé et al. , 2014; Kristensen and Jonsson, 2018; Kreuter et al. , 2021).…”

Section: Introductionmentioning

confidence: 99%

“…In answering this question, we opt for a context-dependent S&OP implementation approach (Kristensen and Jonsson, 2018; Jonsson et al. , 2021; Kreuter et al. , 2021).…”

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations