Leading analysts, academics, authors and industry practitioners discuss the latest thinking on IBP and S&OP.
Why is S&OP of such vital importance to many of
today's most successful companies?
Tom Wallace was present at the birth of S&OP and has seen firsthand how it has evolved
to become a vital management tool for many of today's most admired companies.
The author or co-author of more than a dozen books about S&OP, Tom answers the
most essential questions about the S&OP. Learn what Tom thinks every CEO should
know about S&OP and why companies are investing in purpose-built S&OP technology
to maximize the effectiveness of the process.
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Why have companies with strong IBP and S&OP
processes done better in today's economy?
IBP-S&OP adoption.Learn why Lora has concluded that companies with strong IBP-S&OP
processes and tools are flourishing in today's economy, and in fact, are able to sense
changes in demand five times faster than their competitors. Lora is a partner with
Altimeter Group and is known as a supply chain visionary who understands technology.
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Why do companies need to incorporate supply and
demand uncertainty in their IBP-S&OP process?
Blake Johnson, Ph.D. explains how leading companies overcome the challenge of
demand volatility. Learn why Blake encourages leading companies to forecast a range
of potential demand so that managers can confidently evaluate trade-offs to achieve
the optimal level of supply chain flexibility. A consulting professor at Stanford University,
Blake is an internationally recognized expert in the field of supply chain risk and flexibility.
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End Spreadsheet Confusion. While SCM, ERP and CRM systems have improved efficiencies, these systems were not designed to work together. In fact, they contribute to a sea of siloed big data, that large organizations are increasingly challenged to cut through. So, most companies default to a collection of disparate spreadsheets for executive-level planning. Yet, spreadsheets lack the data management, analytics and process automation needed to reconcile and align functional plans to create one view and drive effective executive decision-making.
Collaborative Planning Gets Results. C-level executives depend on Steelwedge for sales forecasting and planning, consensus forecasting, balancing demand and supply planning, "what-if" modeling, rough cut scenario planning, connecting S&OP with financial planning and measuring performance against revenue and customer service targets. Integrated Business Planning pays: most customers save $5-$10 million per $1 billion in revenues.
Steelwedge Solutions, Services and Best Practices Drive Time to Value. Based on recognized industry S&OP best practices, the Steelwedge IBP Platform is backed by Executive S&OP, S&OP Sales, S&OP Operations and S&OP Collaboration. Steelwedge Services include an Integrated Business Planning Assessment, Strategic Consulting, Business Planning Improvement, Steelwedge University, Technology Implementation and Outsourced Planning Services.
© 2012 Steelwedge Software Inc.
