Webcast: Three Keys to Successful S&OP
Wednesday, October 26, 1pm Eastern, 10am Pacific
Principal Speakers
Tim Vaio, Managing VP,
Hitachi Consulting
Seema Phull, Director Process & Technology,
Enterasys Networks
Click to Register

Conference:
The Dynamic Supply Chain-- Strategies for Implementing Sustainable Competitive Advantage
Nov 17-18, NY
Hear Glen Margolis, Founder & EVP Steelwedge Software, Carol Ptak, Former APICS CEO and Author, Others
Learn more

Previous Webcasts--
State-of-the-Art Sales Forecasting Management
September 13, 1pm Eastern, 10am Pacific
Principal Speakers -
Professor J. Tom Mentzer, University of Tennessee
Todd Jones, Sr. Director
Sales Operations, QLogic
Click here to view recording

Forecasting and Consensus Planning in a Rapidly Changing Environment
June 15, 2005, 1pm Eastern, 10am Pacific
Principal Speaker -
Christine Pfefferle, Director of Global Demand & Order Management, Tellabs
Click here to view recording

Extending SAP for Global, Integrated S&OP
May 25, 2005
Stu Reekie, Air Products
Click here to view recording

S&OP Basics: Definitions, Benefits, Software, Articles, etc.

AMR Research
provides independent analysis and actionable advise to more than 5,000 supply chain and technology executives worldwide to help them make better business decisions

"Three Principles for
Sound S&OP"
By Lora Cecere, Supply Chain Management Review.

Sales and Operations Planning Handbook
By Donald R. Rice
John J. Civerolo

Sales and Operations Planning : The How-To Handbook (Second Edition)
By Thomas F. Wallace

Sales and Operations Planning CD-ROM
A Visual Introduction for Executives and Managers
By Thomas F. Wallace

Turbo charging your sales forecasting process
By Anil Gupta, The Applications Marketing Group

The Sales Funnel - a Critical Part of the Demand Planning Process
By EJ Tavella, Senior Director of Business Development, Steelwedge Software

If you have ideas for future articles or how we can improve this newsletter, please send us your feedback

Change Management and Leadership: A Critical Factor for Sales and Operations Planning in Manufacturing

(Editors Note: This is the first in a series of three articles on management and leadership in conducting effective Sales and Operations Planning [S&OP] as a dynamic business process in manufacturing.)

Executive Summary

Only when leaders have taken ownership and responsibility for the needed changes can the organization assure meeting its objectives. Ultimately, the goal of involving leaders early, and throughout the course of the strategic change, is to mitigate the risk of not achieving ROI and long-term sustainable improvement. It takes effort from both the project team and the leaders themselves. The good news is it does not take extraordinary efforts to achieve extraordinary results if you just know how.

Rough Cut Supply Planning: Can you Deliver Against the Demand Plan?

Enterprise Forecasting--Debunking the Myths

Your planning organization has used a very sophisticated method for creating a demand plan. You feel very good about expected accuracy of the plan. Your director of finance believes that the organization can meet the quarterly revenue and margin targets if the demand plan can be executed well. Your challenge now is to proactively and quickly identify any key material and capacity constraints that would prevent you from delivering against the demand plan.

This process, called Rough Cut Supply Planning, also forms the basis for creating an allocated demand plan for certain products in a timely manner, and gives you ample time to revisit your assumptions to identify alternate demand generation scenarios to make up for any revenue loss from allocations. This brief reviews how leading companies are addressing rough cut supply planning today.