Supply Chain Movement Q1 2012 – S&OP Special


3 | Column: Holy Grail of ERP and S&OP

7 | News & Background: Recruit the ‘yes’ gene

‘Details count. So make yourself stand out’ said Innocent Drinks founder, Richard Reed. Jokes on packaging, grass covered promotion vans and eccentric advertising all help to ensure that people remember you.

9 | Gartner presents its S&OP maturity model

The step required to transition from anticipating to collaborating within Sales & Operations Planning is a large one. That was the conclusion drawn from a local session organised by analysts Gartner in Amsterdam, The Netherlands, on 15th November 2011, where Tim Payne, Research Director at Gartner, presented the various stages of maturity of an S&OP process. 

10 | Profile Marnix Tax at Sara Lee

In the twenty years that Marnix Tax has worked at Sara Lee, he has been a part of intensive corporate integration as well as witness to the enterprise´s latest plans for Douwe Egberts. “We have made such widespread and significant improvements over the years that we have established firm foundations for the supply chain on which to build an autonomous coffee and tea division.” There is no doubt in this European Director of Supply Chain Development & Value Stream’s mind that the hard work has paid off. 

16 | Roundtable S&OP and forecasting

Sales & Operations Planning (S&OP) is a multi-disciplinary process in which the various business disciplines work together in attempting to balance forecast demand levels and manufacturing volumes. In view of a shift in focus from unequivocal operational excellence to integral business optimisation, it is becoming increasingly difficult for the supply chain manager – who is traditionally responsible for S&OP – to align these two aspects. How are various companies approaching this in The Netherlands? And which factors are holding them back in the growth process? 

20 | SCM IT Subway Map 3.5 

22 | Management article S&OP: Mind the gaps

One-way transmission has the upper hand in many companies. The sales department fulfils its duty by issuing a forecast every month, and then it’s up to supply chain colleagues to see how they go about meeting the demand. There’s no sign of interaction, let alone integrated decision-making. Sales & Operations Planning (S&OP) is intended to change all that. The art is to identify – and close – the gaps between demand, supply and financial planning. Many companies claim they are working on S&OP, but to what extent? 

31 | Facts & Figures S&OP and IT 

32 | Supply Chain Mindmapping S&OP

As a result of increasing volatility in demand many companies are busy implementing Sales & Operations Planning. They try to get beyond balancing forecasted demand and manufacturing volumes and incorporate financial budgets and business scenario. What should companies consider to get to a next level in S&OP? Supply chain consultancy Involvation and Supply Chain Movement created a comprehensive mindmap to give a practical overview of all the aspects to consider for improving S&OP. 

35 | Tools & Technology: coping with unpredictability, in-house S&OP game 

36 | Case study: Handling volatile demand at Electrocomponents

The recent global economic crisis was the impetus for Electrocomponents, one of the world’s leading high service distributors of electronics and maintenance products, to transform its supply chain planning and honour its remarkable service promise.

Read this issue online HERE. Or download the PDF HERE.


A   M  
Anouk 13 Dave Manning 23
    Simon McGlone 7
Adam Balon 7 P  
Maarten Bánki 17 Tim Payne 9
Erik Brouwer 28    
Anne Bruggink 36 R  
    Aad Ramondt 18
C   Richard Reed 7
Al Carey 7    
Charlie Chase 16 S  
Hylke de Cock 18 Frits Schaafsma 17
Paul Coelho 13 Frank Schaapveld 17
    Tom Rob Smith 13
D   John Sookias 19
Gerald Davies 9 Mercedes Sosa 13
Richard van Delden 28 Sting 13
G   T  
Jorg van Geest 18 Marnix Tax 10
Fred Groenen 30    
H   Pieter Van den Broecke 35
Ruben Hein 13 Steef van de Velde 27
J   W  
Marieke Jager 13 Daniel Walker 7
Derrien Jansen 28 Alfons Willemsen 23, 35
    Jon Wright 7
Ton de Kok 9    
Antoine Leclercq 18    
Martijn Lofvers 3, 17, 20    
Patrick van Loon 18    



A   M  
Aberdeen Group 31 Manhattan Associates 35
AkzoNobel 12, 30 Mars 35
Apple 7 McDonald’s 35
    Medtronic 18
Canon 35 N  
Cognos 30 Nike 18
ConQuaestor 31 Numico 12
    NXP Semiconductors 18
Danone 17 O  
Douwe Egberts 10 Oliver Wight 9, 23
DuPont 35 OM Partners 29
    Oracle 28
Eindhoven University of Technology 9 P  
Electrocomponents 36 PepsiCo 7
Equazion 29 Perfetti Van Melle 28
Erasmus University Rotterdam 27 Philip Morris 35
Every Angle 29 Philips 9, 19, 35
F   Q  
FranklinCovey 7 Quintiq 29
FrieslandCampina 17, 28    
Frito Lay 7 S  
    SAP 9, 12, 28, 30
G   Sara Lee 10
Gartner 3, 9, 17, 31 SAS 16
    Slimstock 29
H   Solventure 29
Hitachi 27 Steelwedge. 19
    S&V 31
I2 9 T  
IBM 29 ToolsGroup 38
Infor 29    
Innocent Drinks 7 U  
InterfaceFLOR 18 Unilever 12
Involvation 20, 23, 35  
J   Volvo 12
JDA 28    
K   Wageningen University 10
Kortman Intradal 12 Wavin 28
LambWeston 35    
L’Oreal 35