Most organizations have a hard time minimizing the discrepancies between their capacity and the demands of their customers. As a result, most of them are under-utilizing resources or are unable to fulfill customer demand.Read More
Q&A with Carlos Centurion, President of River Logic, on Performance Management in Healthcare
Question: What is the status of performance management in the Healthcare Provider industry?Read More
Whether it’s referred to as Integrated Business Planning, Profit Sales & Operations Planning (PS&OP), “Strategic” S&OP or another name, the market is looking for the next generation of the S&OP process to include financials as an integral part of the process.
However, through my conversations with customers, management consultants, industry analysts, and other software providers it has become clear there isn’t a commonly understood definition of what this means. One thing is clear, with fluctuating input costs, constantly changing promotional campaigns, wide portfolios of products, and shifting constraints in the supply chain, adding financials to S&OP is needed more than ever.Read More
The most significant human achievements in science and exploration have one thing in common. Whether it’s pyramids in Egypt, sailboats that enabled commerce throughout history, the printing press, the first flight to or landing on the Moon, mathematics have made these innovations possible and played a key role in making them efficient.Read More
While embedding financials is the bedrock for expanding the value from S&OP, adding robust what-if analysis capabilities can unleash its maximum potential, thus delivering true Integrated Business Planning.
What-if analyses allow users to evaluate alternative strategies, policies, and tactics to maximize their revenue, profit, and working capital performance while delivering on service level commitments and properly considering risk and supply chain constraints. Over the past year, we’ve discussed this topic with current and potential customers and partners. We’ve found companies tend to be fairly clear in articulating their business needs. Surprisingly though, S&OP managers have more difficulty articulating the technology capabilities required to deliver on the business need.Read More
In a recent survey of companies using advanced S&OP systems, Gartner identified the key characteristics of companies that have reached Stages 4 and 5. The highest performers assign a P&L owner or senior executive to lead the process (see the definitions and a summary on “Gartner S&OP User Survey Lays the Path for Successful S&OP”). The survey doesn’t explain why, but it does provide some clues. For example, it highlights that as they make efforts to mature their S&OP processes, companies struggle to establish a stronger link with business outcomes.Read More
In a recent article, “Forecast Snapshot: Prescriptive Analytics, Worldwide, 2015” published on February 5, 2016, Gartner analysts Jim Hare, Christine Adams, Bhavish Sood, Alys Woodward and Hai Hong Swinehart provide encouraging predictions for the prescriptive analytics market.Read More
In a recent survey of 147 S&OP leaders across the globe, Gartner analyst Tim Payne focused on the key success factors and capabilities required for companies to successfully reach stage 4 and stage 5 levels of S&OP maturity.
As a reminder, stages 4 and 5 are defined as: A company reaches Stage 4 when S&OP can support not only operational metrics, but also business outcomes such as demand generation, risk management practices and budgeting and reforecasting decisions. To do this it leverages advanced modeling, what-if analyses and linear programming/optimization.Read More