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Bob's Columns from...
Foresight:
The International
Journal of
Applied Forecasting
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
about subscriptions and corporate site licenses.
www.forecasters.org/foresight
A CEO's Perspective on S&OP and Forecasting:
Interview with Phil Dolci
An Interview from Foresight Magazine - Winter 2012 - PDF
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
by Robert A. Stahl and Thomas F. Wallace - Fall 2012 - PDF
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
organizational inertia.
Overcoming the "Catch 22" of Implementation
by Robert A. Stahl and Joseph F. Shedlawski -
Spring 2012 - PDF
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
by John E. Mello, PhD and Robert A. Stahl -
Winter 2011 - PDF
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.
Executive S&OP and the Cycle of Resolution:
Resolving Conflict to Align Human Energy
by Robert A. Stahl and Stewart Levine, J.D. -
Summer 2011 - PDF
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
Resource Requirements Using Executive S&OP
by Robert A. Stahl and Amy Mansfield - Winter 2010 - PDF
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
by Robert A. Stahl - Fall 2010 - PDF
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:
Market-Facing vs. Lean Manufacturing Families
by Robert A. Stahl and William Kerber - Spring 2010 - PPS
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.
How Jarden Branded Consumables Made Forecasting
Simpler & Better Through Executive S&OP
by Robert A. Stahl and Brad McCollum - Fall 2009 - PDF
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.
Sales & Operations Planning:
Simpler, Better and Needed More than Ever
by Robert A. Stahl Summer 2009 - PDF
Bob lays the foundation for understanding what the executive component
of S&OP is – and where it fits in the organizational hierarchy.
Foresight Journal sample
including an article by Bob Stahl & Tom Wallace (p.14)
Sales Forecasting: Improving Cooperation
Between Demand People and the Supply People
