After a long year of hardship and loss, the world economy seems set to rebound. There’s hope that COVID-19 will be vanquished through mass vaccination campaigns. Economic activity is set to return to some semblance of normality. The IMF anticipates that world GDP will grow by 5.5% in 2021 and 4.2% in
In recent years, S&OP has shifted as management has begun redefining the objectives of S&OP to focus on maximizing the value generation for shareholders while appropriately balancing strategic objectives and risk.
At the same time, the Deloitte’s Global Chief Procurement Officer Survey 2019, released in October, shows businesses are increasingly concerned about their vulnerability to growing political and economic risks. Specifically, they are concerned about a possible downturn along with how to handle ongoing trade uncertainty. In this context, Deloitte has
Imagine if planning didn’t have to be difficult, time-consuming, or territorial? Considering the continuing expansion of automation and data, is this possible?
While most agree that adding a financial aspect enhances S&OP, there’s often a completely different understanding about its importance. So, let’s dig a bit deeper to understand the difference between S&OP and IBP. What Is S&OP? The first problem when trying to develop an understanding of S&OP is that the
The Gartner Magic Quadrant report identifies and analyzes vendors which provide S&OP systems of differentiation (SOD). “According to Gartner, an S&OP SOD should include 13 key capabilities that are required to support a Stage 4 maturity S&OP process.”
Similar to the phrase ‘a guy goes into a bar,’ the concept of delivering profit across the entire product portfolio can seem like a punchline when it comes to rough-cut capacity planning (RCCP). Isn’t rough-cut capacity planning (RCCP) about meeting demand at the lowest cost?
