You can reach the top levels of sales and operations planning by automating data collection, effectively managing your changing environment, and collaborating with your team and customers.
John Galt’s Atlas Planning Suite was designed to streamline your S&OP process so you can take advantage of a comprehensive supply chain planning solution. Atlas is built on a flexible, open architecture to perform most planning tasks automatically. Request a demo today to learn more about how this complete S&OP solution can help your company.
The Atlas Planning Suite starts with a robust demand management engine from which we build the rest of our tools. Companies of all sizes and in a range of industries have used John Galt’s Atlas Planning Suite to forecast sales, manage inventory, and plan for capacity and demand issues. The United States relied on net imports (imports minus exports) for about 45% of the petroleum (crude oil and petroleum products) that we consumed in 2011. Incorporating sustainability initiatives into warehouse and distribution center (DC) design is proving to be a win-win proposition.
Today’s global supply chains are increasingly complex and disruptions are a common occurrence. Comprehensive connectivity – from 802.11 wireless LAN technologies, cellular networks, Bluetooth. The benefits of effective S&OP are compelling - lower operating costs, reduced inventory requirements, and top-line growth, and top-performing S&OP companies are realizing these benefits and in the process gaining competitive advantage. Wholesale Distributors are faced with growing costs, shrinking margins, new competitors and demanding customers. Long advocated by expert observers of the supply chain scene, the Sales and Operations Planning process (S&OP) has reached a point of broad adoption. This article outlines study findings, provides key insights on challenges and opportunities, and offers a path forward for those seeking to join the ranks of S&OP top performers.


First emerging well over 30 years ago, S&OP has moved from business buzzword status to mainstream adoption among the world’s large supply chain-focused organizations. The appeal of S&OP lies in its ability to drive dramatic improvements in key business performance metrics.
Intelligrated displayed, and continues to innovate with its full range of automation solutions. Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. Good, yes, in that you have a digest of data in one place so they are easily accessible and you are viewing them contemporaneously with other data about events important to the organization. Bad, however, in that you have a digest of data in one place so they are easily accessible and you are viewing them contemporaneously with other data about events important to the organization. Increasingly constructing a view of the organization by way of metrics can incrementally transform the executive’s notion of management and leadership – most notably that of managing metrics in place of people. The first two issues could be addressed potentially by a careful, constant process of testing, justifying, and reevaluating the importance of the metrics and inputs underpinning the dashboard.  This may go a long way to separate the judicious use of the dashboard verses use that is not judicious and therefore dangerous. I’m not suggesting that C-suite executives who might use a dashboard as a management tool would necessarily succumb to rely upon the dashboard as their only means of accessing the health of their organizations or the sole input for decisions (although some might be tempted).  But I am suggesting that its value could easily be overemphasized.
In his 1993 book, Technopoly, Neil Postman opens with a legend that was originally related by Plato in 370 BC.  It’s a tale about an Egyptian King named Thamus and a god named Theuth whom King Thamus is entertaining. Each time you engage a technology to assist or replace an exercise that heretofore relied upon natural human senses, intuition, and ability, you run the risk of interfering with the power that natural ability affords us, especially when dealing with human affairs.  In the case of human affairs, I would always encourage opting for a human approach before any other. As someone who for two decades has used a host of methodologies – both quantitative and qualitative – to try to understand human behavior and performance, I am inevitably reminded that organizations are made up of people, not metrics.  If you do decide to use a dashboard, perhaps it should include, at the very least, a graph that depicts how many different types of people across your staff, customers, and stakeholders you’ve engaged in a deep conversation about their lives over the past day, week, or month. We have created an end-to-end value network that provides visibility, statistical forecasting, enhanced collaboration across the organization, inventory management, capacity planning and finite scheduling. This way you can focus on the areas requiring personal management, and your team can quickly produce accurate forecasts and optimal plans to improve competitiveness over time.


This core functionality is the foundation on which we can add specific modules to deliver the S&OP software that meets your unique needs.
Companies as diverse as Hasbro and Post have employed these tools to streamline their processes.
As a result, top performing organizations find that S&OP is 68 percent more effective at driving benefits than it is for other organizations. We define Sales & Operations Planning as a collaborative decision-making process used to develop and align time-phased demand, supply, and financial plans in support of the overall business plan. A current Google search turns up over 860,000 entries and a search on professional networking site, LinkedIn, finds more than 16,000 individuals who list the term “S&OP” in their profiles.
Our experience indicates that effective use of S&OP can help grow the top line of the business while reducing operating costs and reducing inventory required (see Exhibit 2). How could something that has the promise of real-time, convenient visibility be bad for the organization? We help organizations distinguish themselves by discovering, crafting and placing stories customers trust.
Few business improvement initiatives match the economic return that implementing an effective S&OP process can generate. Therefore, cost optimisation should go hand-in-hand with managing risks in the supply chain.




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