We help you design the information flow as it journeys from your customer-facing part of your organization down to the production and sourcing teams. We connect the sales and operational teams. We advise you on how to manage the supply side. The operational levers available are boiled down to two main categories:
You can change the capacity through modifying your workforce– adjusting labor, overtime or outsourcing. These actions add capacity. Alternatively, you can adjust inventory.
Do you proactively pre-build inventory? Do you make it more modular?
On the other side, you’ve got demand levers to influence sales side like pricing and promotional funds. How does price change influence buying behavior? Does it urge you to increase market share? Increase the entire market size? Or do marketing funds shift a buying pattern?
S&OP aims to create balance. If you use one of these sales levers, what is the impact? This is an S&OP planning process. A structured set of meetings. It requires top and lower level buying and support. It forces joint decision making. It provides visibility of both sides of the organization– the sales side and supply or operational side. Finally, it forces Management to make those decisions.
The main sub-processes of Integrated Business management include:
- Innovation & Product/Services Portfolio Management. Impact of new products innovation and product elimination decisions
- Demand Planning and Management including demand sensing and demand shaping activities
- Supply Planning. Sourcing, production planning and inventory Management
- Financial Integration. Financial performance and working capital requirements
- Future operational plans and impact of changing market dynamics.