Sales & Operations Planning

Sales and Operations Planning (S&OP) serves as a critical process to project, balance and manage the integration of supply and demand.

Achieving bottom-line benefits from any S&OP program requires close coordination among inventory, production and finance plans.

As a sales professional, you know that you serve as your company’s “ear to the ground.” As you interact with customers and prospects, you gain invaluable insights into the dynamics of the marketplace: Where are new opportunities arising? What is the competitive landscape? What are the intractable challenges that companies face that your product can solve?

Let’s say that you’re working in sales planning and analysis for a 20-year-old division of a global consumer electronics company, and you’ve just had a product launch that’s the most unsuccessful in the company’s history. As a company, you’d been the number one player in the space up until this point. Suddenly, it seems, you’re fighting for the number two slot every quarter. What do you do?

Access to retail data, down to the item, store, day, and shift level is powering a new level of decision-making which will completely transform business processes in areas such as demand, replenishment, promotion, and new product planning.

Enabling a new approach to forecasting, replenishment, collaboration, and S&OP.

Focusing on a single view of the consumer for all members of the extended supply chain requires an approach that not only includes retailers, manufacturers, and logistics providers but also requires that they be connected across a multiparty execution backbone.

Faced with increased demands from new markets, Ferrari realized that it had to increase production rates in terms of both quantity and speed to meet growing output demand, without compromising on quality.

Agility doesn’t just happen, and with most people max’d out on driving agility through traditional mechanisms, we expect more pressure on technology supply chain providers for newer solutions.

There is one shipping firm in the world, maybe the galaxy, that is counted on more than FedEx, UPS, and DHL combined. In fact, this organization has an even more complex supply chain. It takes its own orders, makes its own goods, and ships them all in one night.

How Supply Chain Practices Can Improve Organizational Alignment and Improve Corporate Performance.

The Essential Findings of the Fourth Annual Report study reveals that retailers are investing in resources that will fuel revenue growth, support expansion of omni-channel fulfillment options, and harness big data for more accurate demand planning.

Customers that shop more than one channel are 43% more profitable than single channel shoppers - Source: RSR Research - Omni-Channel 2013: The Long Road to Adoption.

With a multitude of emerging tools and techniques available to support and expand business, it is an exciting—and challenging—time to be a retailer.

With a multitude of emerging tools and techniques available to support and expand business, it is an exciting - and challenging - time to be a retailer.

The road to collaborative sales and operations planning (S&OP) can be a winding one, globalization and the promise of outsourced manufacturing and distribution have vastly increased complexity, leading to information fragmentation and overload.

Don’t Let the Old Horse Die - The processes of S&OP are now over 35 years in evolution and in many ways they are quite different, and in many they are the same. Let me explain.

While the competitive potential of offering same-day delivery is not in dispute, attachment to outdated perceptions and flawed methods slow retailers down in this all-important race.

Award-winning Retail Allocation and Merchandise Planning Software Extends Logility’s Reach into Retail Operations and Omni-Channel Performance.

How a new profit performance metric, Profit Velocity, is being used to drive more revenue to the bottom line in complex, capital-intensive manufacturing and supply chain businesses.