The Foresight Journal, published quarterly by
the non-profit International Institute of Forecasters (IIF), prints
concise, objective, and readable articles for forecasting managers and
analysts. Its mission is to help improve the practice of business
forecasting. Click below to see a Foresight Sampler, and information
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Phil Dolci has been a pioneer in the application of Sales and Operations
Planning (S&OP), which seeks to unite the demand, supply,
financial, and engineering personnel of an organization into consensus
on its forecasts, demand plans, supply plans, and financial projections.
S&OP Principles: The Foundation of Success
Bob and Tom summarize key takeaways from the many books they have
written on S&OP. Including offering an organizational checklist on
the proper implementation and tactics for overcoming pushback from
Overcoming the "Catch 22" of Implementation
Bob and Joe ask why, in certain companies, S&OP has failed to catch on. They believe the main culprit to be the “catch-22” of change management: if top management is involved from the start, the changes required by S&OP implementation may cause organizational discomfort, but failing to involve top management undermines chances of the project’s success. You’re damned if you do, and damned if you don’t. The authors propose a four-step action plan to hit the problem head on and increase the odds of successful implementation.
How S&OP Changes Corporate Culture
John and Bob examine the cultural impact of S&OP in seven companies,
interviewing individuals who were present before and after S&OP
implementations. The interview results reveal remarkable changes in
corporate culture and greater satisfaction with corporate performance.
Bob and Stewart team up to discuss The Cycle of Resolution model for
promoting the behaviors required to turn conflict into collaboration,
achieving a shared vision of the future. This article combines Bob's
knowledge and experience with S&OP and Stewart's research and
experience in human conflict, collaboration, and conflict resolution.
How V&M Start Converts Family Forecasts into
Generating item-level forecasts can be complex, time consuming, and
frustrating for forecasters, and can produce forecasts so inaccurate
that they are not used in the planning process. In this case study of
V&M Star, management uses Executive S&OP to refocus its
forecasting process to family-level forecasts, which are then converted
into resource requirements based on assumptions about product mix. This
new approach has allowed V&M Star to gain bottom-line results of
improved customer service with reduced inventories.
Managing to Achieve Consensus
Bob addresses the framework for managing the final two steps of the
five-step S&OP process, the Pre-Meeting and the Executive Meeting.
Bob discusses the fact that success in using Executive S&OP comes
not only from the proper application of its tools, techniques, and
processes, but in large measure from the behavior of people with the
willingness to get tough issues out in the open.
Resolving a Family Feud:
Two very important business processes are Lean Manufacturing and
Executive S&OP. Both processes require grouping products into
families but for very differentuses, so there is a sharp difference
between how each process defines a family. In this column, Bob Stahl and
Bill Kerber show how to resolve the family feud by converting market
forecasts into production requirements.
A case study of the demand side of the equation – forecasting – that
shows how Executive S&OP facilitated significant improvements in the
generation and use of sales volume forecasts.
Bob lays the foundation for understanding what the executive component
of S&OP is – and where it fits in the organizational hierarchy.