A coordination framework for sales and operations planning (S&amp;OP): Synthesis from the literature

Tuomikangas, Nina; Kaipia, Riikka

doi:10.1016/j.ijpe.2014.04.026

Cited by 121 publications

(203 citation statements)

References 44 publications

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“…Second, this study presents a real life application in order to illustrate how this approach can be applied in different scenarios. Empirical applications are limited in S&OP literature, in general (McCormack & Lockamy, 2005;Thomé et al, 2012a, b;Tuomikangas & Kaipia, 2014;Ivert et al, 2015a, b;Swaim et al, 2016) and even scarcer considering maturity models, with few studies existing on the subject (Hulthén et al, 2016). Third, the utilization of S&OP enablers to measure the process maturity make it easier to visualize gaps in the process and to discover which actions (in terms of S&OP enablers) should be taken.…”

Section: Discussionmentioning

confidence: 99%

“…In total, 21 enablers required for successful S&OP implementation related to metrics, information technology, integrated planning, people/organizational culture and organization of the process were detected through literature review and empirical evidences, covering the following studies: (Wing & Perry, 2001;Lapide, 2004;2005b;Wallace, 2004;Muzumdar & Fontanella, 2006;Dougherty & Gray, 2006;Sheldon, 2006;Grimson & Pyke, 2007;Boyer, 2009;Cecere et al, 2009;Voluntary Interindustry Commerce Solutions, 2010;Tuomikangas & Kaipia, 2014;Wagner et al, 2014;Pedroso et al, 2016). Table 3 shows this enablers grouped into evaluation criteria and dimensions according their similarities.…”

Section: Proposal Of a Model For Performance Evaluation Of Sales And mentioning

confidence: 99%

“…The process has the intention to balance demand and supply and link strategic and operational plans of the company (Wallace, 2004;Muzumdar & Fontanella, 2006;Lapide, 2005a;Feng et al, 2008;Association for Operations Management, 2009;Wight, 2009;Voluntary Interindustry Commerce Solutions, 2010;Thomé et al, 2012a), in which decisions are made at a tactical level, and which mainly covers middle and top management (Moon, 2006;Ivert & Jonsson, 2010;Lapide, 2011). S&OP has become a key process in organizations since it allows a holistic planning, balances demand and supply and integrates organizational functions, as well as strategic and operational plans (Affonso et al, 2008;Tuomikangas & Kaipia, 2014;Ivert et al, 2015a, b). When properly implemented, S&OP can lead to a responsive supply chain (Lapide, 2004) and add value to the firm (Thomé et al, 2012a;.…”

Section: Introductionmentioning

confidence: 99%

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Proposal of a model for sales and operations planning (S&OP) maturity evaluation

Pedroso

Calache

Lima

et al. 2017

Prod.

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A successful S&OP implementation can bring many benefits to organizations, and after its implementation, the S&OP process can evolve and reach higher levels of maturity. Considering that, only through a measurement system, goals and benefits can be achieved, thus, it is essential to assess S&OP maturity level. Many papers on literature adopt a quantitative perspective on S&OP, but just few of them deal with uncertainty present in S&OP decision-making, such as maturity model assessment process that carries subjectivity and uncertainty. Thus, this study proposes a decision making model based on fuzzy theory to evaluate and to categorize S&OP maturity levels and to suggest strategies to increase S&OP maturity. A pilot application was conducted in two manufacturing organizations that have implemented the S&OP process. The results, according to the performance presented, suggest different actions must be taken in terms of ensuring enablers to S&OP implementation. KeywordsSales and operations planning. Maturity model. Fuzzy inference. Fuzzy set theory.

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Section: Discussionmentioning

confidence: 99%

Section: Proposal Of a Model For Performance Evaluation Of Sales And mentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Proposal of a model for sales and operations planning (S&OP) maturity evaluation

Pedroso

Calache

Lima

et al. 2017

Prod.

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“…Tough competitive environments, globalization, and increased supply chain complexity have highlighted the role of business processes such as sales and operations planning (S&OP) in both academia and industry (Thome et al, 2012a, Tuomikangas andKaipia, 2014). In general, S&OP is a tactical planning process with the aim of balancing market demands and supply capabilities at an aggregate level (Jonsson, 2011, Tuomikangas andKaipia, 2014), which supports companies in their efforts to maximize the return on investments (Thome et al, 2012a).…”

Section: Introductionmentioning

confidence: 99%

“…In general, S&OP is a tactical planning process with the aim of balancing market demands and supply capabilities at an aggregate level (Jonsson, 2011, Tuomikangas andKaipia, 2014), which supports companies in their efforts to maximize the return on investments (Thome et al, 2012a). Traditionally, S&OP has been considered independent from the context of the industry in which it is implemented.…”

Section: Introductionmentioning

confidence: 99%

Sales and operations planning based on a modularized view of supply chains : Supporting process industries and discrete manufacturing industries

Noroozi¹

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The purpose of this dissertation is to propose a framework for sales and operations planning (S&OP), which is based on a modularized view of supply chains. The framework should support both process industries and discrete manufacturing industries in their quest for performance. S&OP has been highlighted in this framework due to its essential role in integrating different functions within a company and integrating a company with its supply chain partners (referred to as horizontal integration), and linking different planning levels in a company (referred to as vertical integration). As an integrator, S&OP influences companies' performance.Originally, S&OP was developed as a generic process but still in line with the requirements of discrete manufacturing industries. The specific requirements of process industries have not been emphasized in this process to the same extent. In order to suggest a modularized S&OP framework for both process industries and discrete manufacturing industries, a systematic literature review is performed to understand the specific characteristics of S&OP in process industries. As a result, the importance of continuity/discontinuity of materials and its influence on the required production processes are highlighted. This indicates that the production process in process industries is actually a hybrid of continuous production and discrete production, whereas the discrete manufacturing industries often only deploy discrete production. Continuous production has specific characteristics that would be beneficial to include in the S&OP process; nonetheless, this is in contrast to the view in the literature that considers S&OP a generic process. Generic here means that S&OP is independent of the context in terms of, for example, the industry in which it is implemented. This issue is investigated in this dissertation by identifying the requirements, which can be considered in the S&OP of process industries as add-ons to the generic S&OP. In addition to this, two other concepts addressing the properties of the production process are identified as important in planning and control, including S&OP. One addresses the level of repetitivity of the production process in response to the market demand, and the other concerns the trigger of the production flow. The three concepts are related to three different types of decoupling points and are the basis for a typology developed herein that provides a modularized view of supply chains. The application of the typology to S&OP leads to a modularized S&OP framework applicable to both process industries and discrete

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Stakeholder engagement in a sustainable sales and operations planning process

Roscoe

Subramanian

Prifti³

et al. 2020

Bus Strat Env

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The purpose of this paper is to understand how companies can transition to a sustainable sales and operations planning process to improve economic, environmental, and social performance. Data are collected from a survey of 120 managers in China's manufacturing sector and analyzed using partial least square-based structural equation modeling. Drawing on life cycle theory and stakeholder theory, we argue that the conventional sales and operations planning (S&OP) process is internally focused and myopic, which over time leads to path dependencies and structural inertia. We find that firms can break free from this structural inertia by engaging external stakeholder groups that challenge the status quo and prompt organizational change. The paper contributes to theory by combining the key tenets of life cycle theory and stakeholder theory to explain how companies can transition to a sustainable S&OP process.

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A coordination framework for sales and operations planning (S&OP): Synthesis from the literature

Cited by 121 publications

References 44 publications

Proposal of a model for sales and operations planning (S&OP) maturity evaluation

Proposal of a model for sales and operations planning (S&OP) maturity evaluation

Sales and operations planning based on a modularized view of supply chains : Supporting process industries and discrete manufacturing industries

Stakeholder engagement in a sustainable sales and operations planning process

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