The level of interest in Steelwedge S&OP from large Asian manufacturers has recently increased dramatic. Frequently, they are asking the question “Do I really need a collaborative Sales and Operations process? The answer to this question is a definitive Yes!
We have most typically observed that the more sophisticated Asian manufacturers leverage staffs of PhD graduates to manuallly anualize transactional history (from ERP and APS systems) and use statistical methods to make estimates of the future. While this highly rigorous approroach worked extremely well for them in the past when growth was relatively stable and predictable, depending on a rear view mirror to drive has proven to be a disaster in today’s volatile times.
While Asian manufacturers often find collaboration more challenging than their US counterparts, given language, cultural, and logistical challenges, in today’s world, there is no choice. Getting direct and immediate feedback from customers and from a company’s own salesforce are imperatives. Eliminating information latency, capturing qualitative feedback, and keeping a direct pulse on markets are the keys to surviving the recession. Establishing a fact-based, highly collaborative Executive S&OP is a crucial starting point in this long journey.
