Grateful to have engaged in an insightful dialogue with seasoned S&OP / IBP experts during our 46𝐭𝐡 𝐈𝐁𝐏/𝐢𝐁𝐬𝐢𝐧𝐠 𝐌𝐞𝐞𝐭𝐢𝐧𝐠, where we delved deep into the persistent challenge of 𝐨𝐫𝐠𝐚𝐧𝐢𝐳𝐚𝐭𝐢𝐨𝐧𝐚𝐥 𝐬𝐢𝐥𝐨𝐬. I’d like to share a succinct overview of the key takeaways from our enriching discussion.
Our three breakout groups each tackled distinct, 𝐫𝐞𝐚𝐥-𝐰𝐨𝐫𝐥𝐝 𝐬𝐜𝐞𝐧𝐚𝐫𝐢𝐨𝐬:
1️⃣ 𝐎𝐯𝐞𝐫𝐟𝐨𝐫𝐞𝐜𝐚𝐬𝐭𝐢𝐧𝐠 to Impress Sales Executives
2️⃣ Lack of Engagement in the Design and Implementation of Cross-functional 𝐏𝐋𝐌 𝐏𝐫𝐨𝐜𝐞𝐬𝐬𝐞𝐬
3️⃣ Misaligned 𝐒𝐚𝐟𝐞𝐭𝐲 𝐒𝐭𝐨𝐜𝐤 Strategies Across Functions
These issues have a profound dual impact on organizations:
1) 𝑶𝒓𝒈𝒂𝒏𝒊𝒛𝒂𝒕𝒊𝒐𝒏𝒂𝒍 𝑪𝒐𝒏𝒔𝒆𝒒𝒖𝒆𝒏𝒄𝒆𝒔: Excess inventories, underutilized capacity, soaring raw material costs, diminished productivity, and more.
2) 𝑷𝒆𝒐𝒑𝒍𝒆 𝑫𝒚𝒏𝒂𝒎𝒊𝒄𝒔: Eroding trust, disengagement, a perpetual state of firefighting, and a damaging approach to conflict resolution.
The collective wisdom of our team generated 𝐩𝐫𝐚𝐜𝐭𝐢𝐜𝐚𝐥 𝐬𝐨𝐥𝐮𝐭𝐢𝐨𝐧𝐬 for these challenges, all closely aligned with the iBsing Core Enablers:
🚁 HELICOPTER-VIEW: Crafting a clear, articulated strategy with high-level management review.
💼 ENTREPRENEURSHIP: Ensuring clarity in policy deployment across functions and defining targets based on the execution quality of PLM processes.
🤝 PARTNERSHIP: Implementing challenge plans before execution, facilitating improved visibility, and fostering communication between functions.
🌟 MENTORSHIP: Garnering more managerial support by sponsoring projects, such as through a dedicated steering committee.
If you’re looking to elevate your IBP processes or embark on a successful transformation journey in your organization, consider investing in strengthening your teams in the areas of HELICOPTER-VIEW, ENTREPRENEURSHIP, PARTNERSHIP, and MENTORSHIP. Feel free to reach out for an informal discussion on how to kickstart this journey.