A case method for Sales and Operations Planning: a learning experience from Germany

Scavarda, Luiz Felipe; Hellingrath, Bernd; Kreuter, Tobias; Thomé, Antônio Márcio Tavares; Seeling, Marcelo Xavier; Fischer, Jan-Hendrick; Mello, Raquel

doi:10.1590/0103-6513.219916

Cited by 16 publications

(23 citation statements)

References 26 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…A successful S&OP implementation increases profit by decreasing costs and increasing revenues and improves operations’ performance regarding customer service, demand forecast, inventory management, and manufacturing resources [ 12 , 13 , 15 ]. However, successful implementations obtaining the full benefits are challenging and still rare [ 21 , 22 ]. A central reason for this is the lack of a complete understanding of S&OP [ 34 ], which requires a wide-ranging characterisation of the process [ 19 – 22 ].…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…It is considered an “integrative framework” [ 16 ], that describes S&OP as a whole and not as a partial process [ 36 ], being generalisable and not restricted to specific contexts [ 15 ]. Lately, the framework was adapted for the coordination mechanisms [ 7 ], other supply chain integration practices, such as CPFR [ 44 ], a multiple case study of the food industry in North Europe [ 35 ], metrics [ 41 ], process industries [ 15 ], teaching cases in Operations Management [ 21 ], a context-based S&OP framework [ 16 ], and recently in a case study in the chemical industry in South America [ 24 ].…”

Section: Theoretical Backgroundmentioning

confidence: 99%

See 1 more Smart Citation

Global sales and operations planning: A multinational manufacturing company perspective

et al. 2021

Self Cite

View full text Add to dashboard Cite

The purpose of this paper is to analyse the global Sales and Operations Planning (S&OP) process and investigate the steps to support consolidated business planning in worldwide operations and large-scale supply chains. The paper conducts a case study at a multinational manufacturing company applying an abductive approach. It combines the deductive logic from theory and the inductive logic from field observation in an attempt to elaborate further on theory on global S&OP. The analysis is structured and guided by a novel framework for global S&OP, which is developed based on the theoretical background and the case study findings. The research findings characterise the S&OP process for global operations and identify challenges related to the need to synchronise the subsidiaries’ S&OP efforts worldwide to deal with different contingencies of these subsidiaries, and to manage and analyse a large amount of information gathered. The research reveals how the subsidiaries’ performance is analysed by top executives along the global S&OP process, feeding strategic initiatives in the organisation and identifying business opportunities like benchmarking among subsidiaries, synergies with other management practices, and global gains. This paper offers a novel investigation of the global steps on S&OP in a real-life setting, offering a well-documented characterisation of the process that goes beyond the traditional local approach. Moreover, it is the first study to reveal challenges and expected outcomes of such a global perspective for S&OP. The theoretical advancements of S&OP research offered herein aid scholars, opening avenues for middle-range theorising, highlighting the cross-disciplinary nature of the domain, and discussing the use of concepts from related disciplines like Economics, Psychology, and Information Systems. The research findings can also assist executives, especially from multinational manufacturers, in their efforts to consolidate global planning.

show abstract

Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Theoretical Backgroundmentioning

confidence: 99%

Global sales and operations planning: A multinational manufacturing company perspective

et al. 2021

Self Cite

View full text Add to dashboard Cite

show abstract

“…There was also the influence of the development of different frameworks, as the ones of Hulthén et al (2016) to measure the effectiveness and efficiency of S&OP, of Tuomikangas and Kaipia (2014) for the S&OP coordination, of Thomé et al (2014c) and Hollmann et al (2015) for collaborative planning, forecasting and replenishment, of Kjellsdotter Ivert et al (2015b) for planning environment complexity, of Noroozi and Wikner (2017) for supply chain integration, and of Kristensen and Jonsson (2018) for the context-based S&OP. It was also used to develop a teaching case for S&OP (Scavarda et al, 2017).…”

Section: The Sandop Main Building Blocksmentioning

confidence: 99%

A sales and operations planning application in the Brazilian subsidiary of a multinational chemical company

Seeling

Scavarda

Thomé

2019

BJO&PM

Self Cite

View full text Add to dashboard Cite

Goal: the goal of this paper is to investigate how Sales and Operations Planning (S&OP) is conducted in the Brazilian subsidiary of a global corporation of the chemical industry that manufactures and commercializes a variety of hygiene and cleaning consumer products. Design/Methodology/Approach: the case study approach was adopted. Data was gathered during four months by means of visits to the organization for direct observation, interviews with key executives, and internal and public documents, guaranteeing data triangulation. A well-known framework from the literature is applied to analyze the S&OP practices performed by the organization. Results: Findings contribute to aid in the understanding of the S&OP process. The case study indicates that S&OP has been a central process to organize and to align the enterprise’s efforts and deliver its business objectives. Limitations of the investigation: the research is conducted within one single company, a Brazilian subsidiary of a multinational chemical corporation, which limits the generalization of the findings. Practical implications: The research findings enhance the knowledge about S&OP providing practitioners with valuable information to understand better its phenomenon, such as how the process is performed, and the best practices and benefits. Originality/Value: S&OP has been an object of interest of scholars and practitioners for decades. However, the process is far from being completely understood and there is a call for more empirical studies. Thus the academic literature can benefit from this in-depth research that sheds light on an S&OP industry application.

show abstract

“…Despite the increasing amount of studies on S&OP, academic research fails to sufficiently support practice in this regard (Tuomikangas and Kaipia, 2014; Scavarda et al , 2017; Kreuter et al , 2021). Although existing frameworks (e.g.…”

Section: Introductionmentioning

confidence: 99%

Developing and implementing contextualised S&OP designs – an enterprise architecture management approach

Kreuter

Kalla

Scavarda

et al. 2021

IJPDLM

Self Cite

View full text Add to dashboard Cite

PurposeThis paper provides a five-step Enterprise Architecture Management (EAM) approach to systematically guide the development and implementation of contextualised Sales and Operations Planning (S&OP) designs.Design/methodology/approachA case study is conducted at a European chemical manufacturer. The research applies the five-step approach, embracing the descriptive and prescriptive EAM functions combined with the lens of contingency theory.FindingsThe research findings demonstrate the suitability of the proposed EAM approach for the contextualisation of S&OP designs from a contingency theory perspective. Its descriptive EAM function serves to assess context-specific S&OP challenges and enables to analyse the contextual fit of S&OP designs. Its prescriptive EAM function guides the development and implementation of context-specific S&OP designs towards increasing the S&OP effectiveness. EAM's integrated view onto people, process and information technology served to analyse current practices on the dynamics of S&OP contextualisation in innovation- and quality-driven contexts. Thereby, the paper contributes to a better S&OP contingency understanding.Practical implicationsThe EAM approach offered in this paper provides a concrete and practically applicable guidance to support managers to face their context-specific challenges and guide the contextualisation of their S&OP designs to increase the S&OP effectiveness. Moreover, practitioners can improve their understanding regarding the need for S&OP design adjustments to reflect changes in their companies' contingencies.Originality/valueThe research introduces a novel EAM approach for S&OP contextualisation, particularly reflecting contingency theory's dynamic view of structural adjustments to regain fit (SARFIT).

show abstract

A case method for Sales and Operations Planning: a learning experience from Germany

Cited by 16 publications

References 26 publications

Global sales and operations planning: A multinational manufacturing company perspective

Global sales and operations planning: A multinational manufacturing company perspective

A sales and operations planning application in the Brazilian subsidiary of a multinational chemical company

Developing and implementing contextualised S&OP designs – an enterprise architecture management approach

Contact Info

Product

Resources

About