15. Benefits Received from S&OP Processes
Increasing revenue ▲ 2% 59%
Improving forecast accuracy ▲ 5-7% 57%
Reduction of inventory ▼ 10-15% 50%
Improving asset utilization ▲ 3-7% 42%
Determining outsourced manufacturing 38%
Determining procurement requirements 36%
Improving new product launch ▲ 3-6% 34%
Transportation and warehouse
management ▼ 2-8% 32%
Capital planning and asset management 32%
Improvements in the perfect order ▲ 3-6% 30%
Source: Supply Chain Insights, 2012
What benefits have you received from your work with S&OP processes?
Two largest issues are management understanding and ability to get to data and drive actionable analytics. How does this fit with what you are seeing in your organization?
Only 8% of organizations have sufficient what if capabilities do manage the S&OP Process to their satisfaction. How about you?
Why have we not been able to make progress on inventory across supply chain industries?
How has the proliferation of S&OP Processes changed the complexity of the work? Has this helped or hurt the evolution of supply chain processes?
How many of these processes do you have?
What is balance? Are you balanced?
What is the impact of being balanced?
S&OP is one of the largest factors in driving agility. How do you define it?
Has S&OP improved agility for you?
People speak of IBP and financial analysis. Which of these do you do? What are the issues with the ones that you have to track? Tell us the details that are stumbling blocks.
There is a raging debate between S&OP and IBP, but isn’t the greater issue inside-out versus outside-in?
These are the initial benefits gathered from S&OP Processes. What do you see? And how do these results compare to what you have seen in your organization?
How do you tie planning to execution?
What challenges have you seen and how have you overcome them?
Do you have a center of excellence?
How does this compare to what your center does?
Why do you think that there is such a large gap in the supply chain centers of excellence in the facilitation of S&OP?