Interview Supply Chain
thinks in terms of longer-term business
decisions; such as bringing new products to
market, opening new channels to market or
Andrew Kinder: Think in terms
changing global supply lines. Advocates at
of the bigger supply chain
this end of the maturity model don’t even like
picture over a longer horizon.”
to use the word ‘Operations’ in S&OP – it
marks it out as an operational plan. Instead,
they refer to it as Integrated Business
Planning (IBP), bringing in all the functions by your customer doesn’t follow until the
of the business; including R&D, Marketing, perfect order is delivered. And there are
Procurement and Finance. “However, despite many other examples where inefficiencies in
its compelling benefits and being the true the supply chain affect cash-to-cash cycles –
end-goal of S&OP, we have found that this having too much inventory compared to actual
end of the spectrum is still only seen at a very demand is another example. However, ‘S&OP
strategic level within the larger organisations,” leaders’ are able to run a more efficient supply
said Kinder. “Smaller companies still tend to chain by anticipating demand better and
perceive of S&OP as something between the looking at supply optimisation scenarios in
first and second definitions.” a more holistic way. Again, this would likely
be best achieved by adopting as close to
Distant goal Integrated Business Planning as possible.”
Nevertheless, Kinder stresses that whilst a 30 per cent faster cash-to-cash cycle time
mass adoption of IBP is still a distant goal, than average companies. “Reducing the “So,” concludes Kinder, “thinking in terms of
companies that do embrace it have a lot to cash-to-cash cycle time has become a key the bigger supply chain picture over a longer
gain – not least, in improved operational measure of supply chain health,” said Kinder. horizon can not only make a company’s
metrics, greater competitiveness and higher “In simple terms, any fault line in the delivery supply chain regime far more efficient at an
margins. According to a recent Aberdeen of product to the customer inevitably results in operational level, it can also ensure a much
Group report, leading S&OP leaders have elongation of the cash cycle time – payment more healthy bottom line.” circlesolid
We make business software better.
Infor has grown to become one of the top three business software companies in the world by building
and acquiring best-of-breed solutions — including Supply Chain Management (SCM).
Infor SCM is a global solution with implementations in over 40 countries. Designed and backed by
domain experts who know supply chain management and understand the business challenges you
face, our supply chain planning and execution solutions help companies like yours:



Reduce supply chain operational costs for increased profitability


Improve customer service to enhance competitiveness


Manage growth and expansion to improve revenues and market share


Become supply chain leaders


Protect and enhance cash flow
We can deliver what it takes to help your organisation adapt to today’s rapidly changing market – faster.
Customers worldwide trust Infor to deliver rapid results in Demand Planning and Scheduling, Forecasting,
Warehouse Management and Transportation.
Isn’t it time we helped you do business better?

Contact us on 0800 3769633 or ukmarketing@infor.com to find out more.
www.infor.co.uk
Copyright © 2009 Infor. All rights reserved. The word and design marks set forth herein are trademarks and/or registered trademarks of Infor and/or related affiliates and subsidiaries.
All rights reserved. All other trademarks listed herein are the property of their respective owners. www.infor.com.
www.logisticsit.com
MANUFACTURING
July 2009 &LOGISTICSIT
57
Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60