The company had no formal S&OP (Sales and Operations Planning), or SIOP (Sales, Inventory and Operations Planning) process. The ability to forecast or track performance was sporadic and haphazard.
The CEO had mandated the implementation of a new S&OP process. An expert in S&OP implementation and operation had been hired to get this process in place.
But month after month the progress in getting a S&OP process in place was reported as either slow or stalled. Yet everyone on the Executive team voiced their support for S&OP. Still nothing happened.
What was really going on? What phantom was getting in the way of forward progress on getting S&OP in place?
This was another case for The Supply Chain Detective™.
Continue reading “The Supply Chain Detective™ and the Mystery of the S&OP Phantoms!”