New White Paper: How Good Is Your Sales and Operations Planning/Integrated Business Planning Process? by James Correll and George Palmatier
New London, NH (PRWEB) February 13, 2014 -- The authors present a 10-question survey that enables assessing the quality of a company’s S&OP/IBP process. Each question is scored on a scale from 0 to 5, and readers can tally their own score to judge the health of their S&OP/IBP process. The point system is based on the authors’ more than 35 years of experience, as well as the results of numerous independent surveys. Correll and Palmatier explain the point ranges and the organizational impact at each level.
This white paper also presents the survey results of 40 Oliver Wight clients, showing the results achieved by companies with the most effective S&OP/IBP processes. Of particular interest, the authors say, is that most leadership teams implement S&OP/IBP with the objective of improving operational performance and don’t often expect gains in sales revenue. In reality, according to the survey of 40 Oliver Wight clients and other surveys by research firms, more than 50 percent of companies that implement S&OP/IBP indicate that a key benefit is increased sales revenue.
“Principals at Oliver Wight Americas are the creators of the S&OP process and coined the term in 1978 in the book, Orchestrating Success, Sales & Operations Planning, by Walt Goddard and Dick Ling,” said Correll and Palmatier. “Since that time, we have improved on the process to make it more powerful in driving ever-increasing business improvements and results.”
Also included in this white paper is an excerpt from the book, The Transition from Sales and Operations Planning to Integrated Business Planning, further expanding on the executive’s view of S&OP/IBP.
To read this S&OP/IBP white paper, become a member online at: https://www.oliverwight-americas.com/landingpage/sopibp-white-paper-take-test.
About the Authors
Jim Correll, a principal with Oliver Wight Americas since 1984, served eight years as chairman of Oliver Wight Americas and co-chairman of Oliver Wight International. As a consultant, he has assisted more than 20 companies attain Class A performance. These companies include numerous Caterpillar divisions, Imperial Tobacco, General Dynamics Land Systems, Martin Marietta Astronautics, Boeing Portland, and Tektronix, Inc. At Tektronix, he served as the Class A implementation manager. In that capacity, he developed a new orga¬nizational structure, implemented new software, and designed and delivered an effective educational training program for both the new software and the behavior changes required to obtain bottom-line results. Jim has an extensive background in instructing public and private courses. In addition to several articles and white papers, Jim co-authored two books: Gaining Control: Managing Capacity and Priorities, Third Edition, and the newest Oliver Wight publication, Achieving Class A Business Excellence – An Executive’s Perspective.
George Palmatier, Oliver Wight principal, has assisted many companies that make everything from soup to satel¬lites in implementing integrated management processes. He is recognized as an expert on Sales & Operations Planning, Integrated Business Planning and demand management as well as ERP, Integrated Supply Chain Management, and Integrated Product Development (IPD). George works with clients to formalize and integrate their strategic plans into an integrated business management process, Integrated Business Planning. With twenty years of experience in sales, marketing, strategic planning, and general management, George has a thorough knowledge of how to achieve sustained results improving business performance. During his 11 years as vice-president of sales and marketing at Bently Nevada Corporation (now part of General Electric), George was responsible for bringing the sales and marketing departments into an integrated business management process. Bently Nevada was one of the pioneers in developing and implementing Sales & Operations Planning using it in a truly integrated management process. George has authored or co-authored four books: The Transition from Sales and Operations Planning to Integrated Business Planning, The Marketing Edge, Enterprise Sales and Operations Planning, and Demand Management Best Practices.
About Oliver Wight Americas
Oliver Wight Americas’ principals have been both thought leaders and hands-on practitioners in manufacturing for more than 40 years. As a global business management consulting and education firm, the company specializes in helping organizations work smarter, faster, and better than their competitors. Our principals are seasoned professionals who have real-world manufacturing experience. They are able to transfer this knowledge to the people at all levels of an organization, providing tools to help organizations internalize that knowledge and achieve a competitive advantage in the marketplace. The largest worldwide consultancy of its type, Oliver Wight has offices throughout Europe, North and South America, and the Asia/Pacific Region.
Jesse Buss, Oliver Wight Americas, Inc., http://www.oliverwight-americas.com/, 603-526-5800, [email protected]
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