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| Conferences & Events |
Next Steelwedge Webcast -- Extending SAP for Global, Integrated S&OP May 25, 2005, 1pm Eastern, 10am Pacific Principal Speaker - Stuart Reekie, Global Process Manager, Air Products Register here for this webcast Sales and Forecasting Management Forum Executive Roundtable , September 7-9, 2005, University of Tennessee Click here for more info Previous Webcasts — New Product Forecasting: Consideration and Issues , April 20,2005 Professor Kenneth Khan, University of Tennessee Click here to view recording Seven Keys to Better Forecasting , March 16,2005 Dr. John T. (Tom) Mentzer, University of Tennessee Click here to view recording |
| Related Articles |
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When is a Next-Generation Enterprise Planning System Required?
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| Your Thoughts |
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If you have ideas for future articles or how we can improve this newsletter, please send us your feedback
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| How to Extend SAP to Create a Global, Integrated S&OP Process | ||
| By Stuart Reekie, Global Process Manager, Integrated Supply Chain, Air Products | ||
One of the fundamental challenges in implementing Sales and Operations Planning is the integration of plans from various functions and driving consensus among these functions. At a company like Air Products, this challenge gets compounded when you take into account a global organization with 17 business units servicing more than 30 countries with more than 100,000 product configurations.
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| Performance Management: Use It or Lose Out! |
Ten Criteria for SAP Customers to Use in Evaluating Enterprise Planning and Performance Management Products
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| Anders Gjerde, Senior Manager, Steelwedge Software, Inc. | Anil Gupta, Principal, Applications Marketing Group | |
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As we say in Norway, "if you don’t know where you came from, how do you know where you are going?" This piece of ancient conventional wisdom appears to be true in forecasting and planning as well. The proverbial "You Are Here" is Performance Management, which is your point of departure on the roadmap to continuous forecasting and planning improvement.
Surprisingly, few companies are able to effectively use Performance Management as a tool to improve business performance. Indications of suboptimal Performance Management include:
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A question in the minds of many executives in companies running SAP and/or APO is what type of organization would benefit from an enterprise planning product by a best-of-breed vendor. While the question is hard to answer with 100% accuracy, here are some guidelines that can help clients decide if they should also evaluate another vendor’s products before making a decision...
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Craig Burkhead, Chief Scientist, Steelwedge Software
This is the first in a series of Steelwedge Software executive interview articles that will appear in Perspectives on Enterprise Planning Newsletter from time to time. For this issue we talked with Steelwedge Chief Scientist Craig Burkhead, who you will see is a very interesting guy. The Editors.
PEP: Why did you join Steelwedge?
CB: My background is in scientific computing, primarily the physical sciences. While working on my undergraduate degrees at Virginia Tech in 1987, I was approached by Dr. Tom Mentzer, an internationally respected professor in marketing and logistics, who was interested in building a small company to explore the business application and extension of several ideas in collaborative forecasting. We worked together for almost fifteen years, choosing disparate industry segments to validate and improve his models.
In 2001, Glen Margolis (Steelwedge EVP Founder), wanted to incorporate this intellectual property into an extensible framework suited to the needs of an enterprise environment. We worked together with a world-class engineering team to build the current Enterprise Planning and Performance Management (EPPM) system, which is our current flagship product.
PEP: What makes you look forward to coming to work every day?
PEP: Why did you join Steelwedge?
CB: My background is in scientific computing, primarily the physical sciences. While working on my undergraduate degrees at Virginia Tech in 1987, I was approached by Dr. Tom Mentzer, an internationally respected professor in marketing and logistics, who was interested in building a small company to explore the business application and extension of several ideas in collaborative forecasting. We worked together for almost fifteen years, choosing disparate industry segments to validate and improve his models.
In 2001, Glen Margolis (Steelwedge EVP Founder), wanted to incorporate this intellectual property into an extensible framework suited to the needs of an enterprise environment. We worked together with a world-class engineering team to build the current Enterprise Planning and Performance Management (EPPM) system, which is our current flagship product.
PEP: What makes you look forward to coming to work every day?
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