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DynaSys Sales & Operations Planning Software solutions are integrated, flexible and customizable, designed to facilitate communication and decision-making to balance supply and demand.
Faced with an unstable economic environment in which change is the only certainty, companies need to organize and implement an efficient and accurate planning process. Review the plan to ensure that it is acheivable and meets the company’s targets for revenue and profitability. Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. 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.
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.

These companies develop highly mature S&OP processes that leverage key best practices and as a result, realize significant performance improvements and create an opportunity for competitive advantage.
Our study has identified a dozen key best practices that differentiate S&OP processes of top performers from those of other organizations. Top performers also gear their S&OP processes to look out over a horizon of at least 18 months, producing an integrated business plan that balances supply and demand to meet targeted business objectives over that timeframe.
Another trait of the top performers is to aggressively adopt organizational best practices (see Exhibit 4), surpassing adoption rates by other survey respondents by 44 percent.
Almost all top performer organizations report participation by sales, marketing, demand planning, supply planning, finance and procurement functions in their S&OP process.
Top performers also set formal performance targets and assign accountability for achieving those targets.
This requires insight to the company’s strategic objectives and operations to achieve the optimal levels and product mix. Gather input from as many sources as you can, and collaborate on the numbers until everybody agrees. Look at the possible results of unplanned supply chain interruptions for key raw materials or components, and make plans for how to deal with these events if they arise.

Our study findings indicate that top performer companies’ mature S&OP processes are 68 percent more effective at delivering benefits than are those of other organizations. Top performers also report developing a single consensus demand plan that is used as an input to S&OP. Organizations that are not top performers lag in each one of these best practice capability areas. In our experience, organizational effectiveness is a key ingredient to S&OP success, enabling ongoing governance and continuous improvement of the process. The targets are typically specific quantifiable goals with defined timeframes in areas such as working capital improvement, cost reduction, customer or product growth, forecast accuracy improvement, supply gap reduction, and process participation. While adoption rates of the practices across these groups differ, the study indicates that top performers consistently adopt best practices at a higher rate than do other organizations.

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