Contents


S&OP motivation W


6 | NEWS & BACKGROUND 8 | SNAPSHOTS


10 | IT SUBWAY MAP 2018 12 | PROFILE SABINE SIMEON-AISSAOUI, SCHINDLER GROUP 18 | KEY BOARDROOM CONVERSATIONS 20 | MANAGEMENT: FROMS&OP TO IBP 27 | CHECKLIST S&OP MINDSET 28 | THE DNA OF S&OP SOFTWARE 31 | FACTS & FIGURES 33 | ROADMAP S&OP TO IBP 34 | VIRTUAL ROUNDTABLE: BECOMING DEMAND-DRIVEN 37 | CHECKLIST SUPPLY CHAIN SEGMENTATION 38 | INNOWVATE SUPPLY CHAIN EVENT 41 | CHECKLIST LIVE VEHICLE TRACKING 43 | TOOLS & TECHNOLOGY 45 | SUPPLY CHAIN AGENDA OF JORIS JELLEMA


COLOPHON


Supply Chain Movement is a quarterly magazine published by Supply Chain Media B.V.


Volume 29, May 2018 ISSN: 2211-6400


EDITORIAL ADDRESS Supply Chain Movement P.O. Box 207, 7000 AE Doetinchem The Netherlands


EDITOR


Martijn Lofvers (Publishing Director & Editor-in-Chief) T +31 (0)6 54 76 13 83


E martijn.lofvers@supplychainmedia.nl SALES


Hugo Berentsen (Account Manager) T +31 (0)6 54 76 13 84


E hugo.berentsen@supplychainmedia.nl


CONTRIBUTORS TO THIS ISSUE: Pius Amrein, Helen Armstrong, Onno Beijers, Hans van der Drift, Niels van Hove, Erik Kriek, Marieke Lenstra, Marcel te Lindert, Martijn Lofvers, Ruben Oppen- heimer, Robert te Poel, Lynn Radford, Edwin Tuyn, Oskar Verkamman, Ton Zonneveld


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There is plenty of S&OP software on the market, of course, and it can definitely help to gather and analyse the data required for the process, but it would be nice if it would also help to encourage and reassure these relay runners during their laps. In my opin- ion, the software still lacks that motivational functionality.


Martijn Lofvers Chief Trendwatcher martijn.lofvers@supplychainmedia.nl


hy is sales & operations planning (S&OP) such a


difficult decision-making process? How hard can it be to hold a product review, then a demand review, a supply review and a business review in the four consecutive weeks of a monthly cycle? A while back, a supply chain director who is responsi- ble for the S&OP process with a multinational in the food indus- try confided in me that their pro- cess was going through a rough patch. A couple of years ago, an extremely reputable consultancy


firm had provided the company with extensive S&OP training and had subsequently implemented the process successfully. But a couple of key people who had undergone the training had since left the company, leaving behind a less smooth-running process. At Supply Chain Media we collaborated with Niels van Hove, who spent many years working in Australia as a supply chain manager responsible for S&OP in practice and is now a con- sultant specialized in this field, to produce a checklist for S&OP effectiveness. It incorporates a well-known sport psychologist’s insights into mental toughness. We then asked various supply chain managers to complete the checklist. This revealed not only that companies with an effective S&OP process focus unwaver- ingly on the long term, but also that they address the mindset and behaviour of the S&OP participants.


The monthly cycle of S&OP meetings is like a relay race with a team of four runners who, at the end of their lap (i.e. week), hand over the baton containing the necessary data and the decisions to be made. The problem is that there is no fixed finish line for the athletes to focus on; it is continually extended and remains 18 months away in the future. At the end of the month, it’s not entirely clear whether the budgeted annual target will actually be achieved, and that is of course the ultimate goal of S&OP. So when experienced and highly trained runners drop out of the race, as happened at the multinational mentioned above, the relay will become increasingly difficult and the athletes will quite literally run out of motivation.


3


FROM S&OP TO IBP


SUPPLY CHAIN MOVEMENT, No.29, Q2 2018


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