In yesterday’s iBsing pioneers call we discussed “𝑯𝒐𝒘 𝒕𝒐 𝒈𝒆𝒕 𝒕𝒐𝒑 𝒎𝒂𝒏𝒂𝒈𝒆𝒎𝒆𝒏𝒕 𝒆𝒏𝒈𝒂𝒈𝒆𝒎𝒆𝒏𝒕 𝒇𝒐𝒓 𝒂𝒏 𝑺&𝑶𝑷 (IBP) 𝒊𝒎𝒑𝒍𝒆𝒎𝒆𝒏𝒕𝒂𝒕𝒊𝒐𝒏?”
In many organisations, top managers are hesitant to invest resources into an S&OP implementation and improvement, because they do not see an immediate financial benefit.
𝑻𝒐𝒑 𝑻𝒊𝒑: Analyse the top 5 business failures in the recent past and define the potential positive impact of a well functioning S&OP or IBP. That will provide a 𝒔𝒐𝒍𝒊𝒅 𝒃𝒖𝒔𝒊𝒏𝒆𝒔𝒔 𝒄𝒂𝒔𝒆 and also a clear picture on critical requirements and 𝒇𝒐𝒄𝒖𝒔 𝒂𝒓𝒆𝒂𝒔 𝒇𝒐𝒓 𝒕𝒉𝒆 𝒊𝒎𝒑𝒍𝒆𝒎𝒆𝒏𝒕𝒂𝒕𝒊𝒐𝒏 in your organisation.
Here are other tips from our breakout sessions:
𝑴𝒂𝒌𝒆 𝒊𝒕 𝒓𝒆𝒍𝒆𝒗𝒂𝒏𝒕 𝒇𝒐𝒓 𝒕𝒐𝒑 𝒎𝒂𝒏𝒂𝒈𝒆𝒎𝒆𝒏𝒕:
⇨ Use S&OP/IBP to see the business through the eyes of the CEO
⇨ Challenge the leaders to see what problems they are actually having
⇨ Listen to current issues from leadership teams and link them to benefits of S&OP
𝑩𝒆 𝒔𝒎𝒂𝒓𝒕 𝒂𝒏𝒅 𝒆𝒇𝒇𝒊𝒄𝒊𝒆𝒏𝒕:
⇨ Start with the Management Review and work backwards
⇨ Prioritize bottle necks
⇨ Build on already existing processes, forums and meetings
𝑩𝒆 𝒄𝒍𝒆𝒂𝒓 𝒂𝒏𝒅 𝒄𝒓𝒆𝒅𝒊𝒃𝒍𝒆:
⇨ Ensure clear definitions and language
⇨ Proactively communicate level of data accuracy
⇨ Define linkage from short term to tactical long term
𝑬𝒅𝒖𝒄𝒂𝒕𝒆 𝒕𝒐𝒑 𝒎𝒂𝒏𝒂𝒈𝒆𝒎𝒆𝒏𝒕:
⇨ Lessons learned from mistakes made in the past
⇨ use some existing issues as explanation point
⇨ Benchmark to the competition
Thanks to all participants for the valuable insights and a big thank you to Matthew Kay for being an fantastic guest speaker and sharing also highlights from his MBA thesis about “S&OP in SMEs”.