ID Number: G00207249



Sales and Operations Planning Maturity: What Does It Take to Get and Stay There?
1 November 2010
 
Jane Barrett   Michael Uskert  

Summary Demand is more volatile and variable than ever, and customer buying patterns are shorter term and more erratic. Demand shaping is at full throttle, as commercial teams push to make their numbers. This creates a perfect storm, requiring extreme agility in environments that often have long lead times. Never before has the need for mature S&OP been more important.





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Table of Contents

Contents
  • Analysis
    • Background to the Research
      • Stuck in Neutral in Stage 2
    • What Does a Collaborative Stage 3 S&OP Process Look Like?
    • Achieving S&OP Stage 3 Maturity
      • Quantitative Changes
      • Financial Integration and Reconciliation
      • Proper Alignment of Planning Horizons and Decision-Making Responsibility
    • Simplified Metrics — Measuring Success
    • Qualitative Changes
      • Transfer of Ownership — What Instigated the Change?
      • Transparency
      • The Evolution of Managing Demand
      • Change of Focus — What's in a Name?
    • Sustaining Stage 3 Maturity
      • Building the Right Culture
      • Use of a Center of Excellence (COE)
      • Talent Management
      • The Role of Technology
    • Conclusion
  • Recommended Reading
Figures
Figure 1.
S&OP Maturity Model
Figure 2.
S&OP Governance in Stage 3 and 4
Figure 3.
Demand Translation Requirements
Figure 4.
Demand-Supply Translation Hierarchies
Figure 5.
Processes Aligned to Planning Horizons
Figure 6.
Seven Levers of Agility




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Resource Id: 1460715