The current industrial context, the evolution of technological equipment, the acceleration of product life-cycle dynamics, the request for agility and decisional responsiveness have led many manufacturing organisations to implement some form of Sales & Operations Planning (S&OP). Although this evolution in the way that organisations align demand and their ability to satisfy it is a competitive advantage for many of these companies, many decision makers and planners are still unable to predict the real impact of their decisions on their supply chains and believe that current technologies do not suitably respond to questions such as:
The integration and optimization of decision-making actions along the entire supply chain, based on a performance-based driven analysis, allows users to compare and choose among tactical options and configurations of S&OP processes.
A key differentiator of an integrated architecture is the capability to centralize skills related the S&OP processes by structuring the decision-making and guiding staff toward the correct implementation.
To this end, the orchestration of all users, processes, and technologies significantly improves the responsiveness, moving from functional business decision making to working collaboration within a group. Moreover, the formal process structure and the mentoring of users helps to shape optimal organisation structure, increasing the timely interaction between users.