in mind. This makes sense, as it mat- ters whether you are supporting S&OP in FMCG, oil, chemicals or pharma- ceuticals, for example. Since Quintiq originated in metal production, it offers powerful optimization functionality that is highly relevant there. Slimstock has a completely different heritage in manag- ing inventories for trading companies and therefore cannot be compared with the Quintiq solution. Most of the solu- tions could in theory be, and often are, applied in other industry segments and may perform quite well there, but the match is unlikely to be perfect and the implementation partners may have a dif- ficult time understanding the particulari- ties of your specific business. Heritage matters, although focus segments can obviously evolve over time.
Related to the previous point, references give a clear indication of the industry
segments in which a particular solution can excel. A solution like Outperform that is applied frequently in FMCG is probably a serious contender there, but is likely to be suboptimal in very differ- ent segments like chemicals or pharma- ceuticals. The table in this article gives an indicative overview of the main S&OP solutions and their use in particular industry segments.
Size matters
It matters whether you are Unilever or a €1 billion regional food company; the two are not in the same league. They prob- ably could both use the same S&OP soft- ware, but usually they shouldn’t. Heavy- weight S&OP solutions do not shrink to fit so easily, and the muscle, bells and whistles required to support the giants can easily be a nuisance for a smaller multinational. Again, references can
guide you in matching your company’s size with the vendor’s sweet spot.
Customer/market complexity
How complex is your market and how important is it to flexibly create different angles and aggregations? The answer to this may push you towards modern solu- tions that offer full flexibility through structures driven by master data (attrib- utes), instead of the relatively fixed hier- archy options in more traditional solu- tions.
Customer collaboration and tenders
Can you drive your demand plan based on statistics and data enrichment, or is extensive collaboration with Sales and Marketing required? How important are project sales and tenders? The answers to these questions may drive you to solu-
29
FROM S&OP TO IBP
SUPPLY CHAIN MOVEMENT, No.29, Q2 2018
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