Talk:Sales and operations planning

Requested move

The following discussion is an archived discussion of a requested move. Please do not modify it. Subsequent comments should be made in a new section on the talk page. No further edits should be made to this section.

The result of the move request was page moved. Vegaswikian (talk) 00:04, 12 December 2009 (UTC)

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Sales and Operations Plan → Sales and Operations Planning — The name of this article should match the subject used in the opening paragraph. --MilkAndWikis (talk) 20:34, 4 December 2009 (UTC)

The above discussion is preserved as an archive of a requested move. Please do not modify it. Subsequent comments should be made in a new section on this talk page. No further edits should be made to this section.

Low quality of the "Best Practices" section

The section "Best Practices" reads like the slides of a consulting firm and/or a software vendor. Joannes Vermorel (talk) 12:54, 17 February 2020 (UTC)

Review by Xueqing Hu

This article is clear and useful in my opinion, even though I am not in this field, I can almost understand it thanks to the flow chart. --Xueqing Hu (talk) 13:03, 1 July 2022 (UTC)

Review by NucaIura

Nice article, easy to read as a person non-affiliated to the field. I would suggest that the Enablers and barriers section be organized in table form, or bullets. Another suggestion is to put te inputs and outputs as subsections of system, they are too small and seem to integrate better. NucaIurie (talk) 13:14, 1 July 2022 (UTC)

Article review

Well-written article, even for those who are not experts in this field. Have a nice day :) Antonelse (talk) 13:41, 1 July 2022 (UTC)

Observations and suggestions for improvements

The following observations and suggestions for improvements were collected, following expert review of the article within the Science, Technology, Society and Wikipedia course at the Politecnico di Milano, in June 2022.

IMPLEMENTATION The implementation is driven by the means of maturity model of S&OP. There are different maturity models proposed in the literature in function of the type and number of dimensions (mechanisms) considered and the type and number stages of evolvement. The role of these models is three-fold: descriptive for the implementation, prescriptive (to understand which is the current state and which are the following stage to be reached), comparative (to benchmark the maturity stage of the company versus the competitors).[13] Lapide (2005) discriminates between four levels, from marginal to ideal. In marginal development, the S&OP does not comprise a structured approach, with sporadic and informal meetings arranged. Moreover, there is a lack of balance between the supply and the demand planning, which are developed disjointly. Lastly, the organization relies on spreadsheets to manually record the data, instead of using more developed information systems. As the S&OP maturity moves to the rudimentary stage and the successive classic stage, meetings are formally organized, and more advanced integrated systems are exploited. In the last stage, known as the ideal stage, plans are aligned with most customers and suppliers, and external and internal systems are integrated to pursue higher objectives. Another maturity model, suggested in the academic literature (Grimson and Pyke 2007), is composed by five dimensions and five stages. The five dimensions are related to: meetings and collaboration, organization, measurement, information technology and S&OP plan integration. The stages, along with these dimensions evolved, are: no S&OP process (stage 1), reactive (stage 2), standard (stage 3), advanced (stage 4), proactive (stage 5).[11] It is acknowledged as one of the most extensive maturity models for the S&OP, since it comprises and further extends the work by Lapide (2005). Each level of the model is qualified based on metrics such as the meeting structure and collaboration, the progress in the information technology system to support the S&OP process, the degree of integration in planning, the organization, and the measurement system in place. Even though the authors discriminate between five maturity stages, the empirical evidence does not provide any organization performing the most mature S&OP implementation. Nevertheless, the aim of the maturity model for the S&OP process is not to report what has been done so far, but rather to prescribe possible evolutions, driving the organization to improve the S&OP, seeking higher levels in the model. Indeed, Grimson and Pyke defined the purpose of their framework as “help managers understand how effective their S&OP processes are and how to progress to mature stages”. There is another maturity model (Wagner et al. 2014) which suggests four dimensions and six stages of evolution. The dimensions are: process effectiveness (in terms on how the right things are doing for S&OP), process efficiency (how the things are doing right with minimum effort), people and organization and information technology. The stages of evolution are: undeveloped (level zero), rudimentary (level one), reactive (level two), consistent (level three), integrated (level four), proactive (level five). According to Cecere et al. (2009) four steps have been identified namely, reacting, anticipating, collaborating, and orchestrating. The maturity levels differ in terms of balance between demand and supply, the S&OP process goals, ownership, and metrics used to qualify the process and keep it under control.

PLANNING PROCESS A tentative attempt to structure a methodological framework for the S&OP process has been proposed by AMR Research in the 1990s, including four main steps. The starting process is the demand forecast, which is matched with the supply in the following step. Next, a consensus meeting is arranged to draft the consensus plan, before

-- BarettoDiArchitettura (talk) 02:19, 10 October 2022 (UTC)

Oliver Wight, Founder of The Oliver Wight Company, New London, NH, now, Oliver Wight International .

Oliver Wight was the originator of Sales and Operations Planning (S&OP) - but is not mentioned on Sales and operations planning - Wikipedia

He is a hero of business planning. LGOWA (talk) 18:56, 26 April 2023 (UTC)