For most CEOs and executives, the massive investment they’ve made in technologies deployed to help them with complex operational and strategic decisions have been extremely frustrating. The adoption of an Enterprise Resource Planning (ERP) system was supposed to provide a single integrated view of your business to help drive decision-making across all functional areas.Read More
In his article in the previous issue of Foresight, Dean Sorensen (2016) argued that while there is increasing complexity in business environments, there has not been enough focus on tying strategy to execution. I am in agreement with him: I think the biggest systems integration challenge facing CEOs is how to seamlessly tie strategic decision making to operational execution (Sales and Operations Planning).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 allows 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
More than ever, supply chain functional or line of business teams have been frustrated by their increasing needs for broader and more-timely business intelligence (BI). The reasons are many and in increasing cases, very valid. But more than ever, teams should now be turning their attention towards leveraging processes and technology anchored in prescriptive analytics.Read More
Sales & Operations Planning (S&OP) is a 30 year old horizontal business management process that provides executives with forward visibility on how their business is expected to perform against budget and strategy.
Many companies have implemented an S&OP process and continuously improved to aim for the highest level of S&OP maturity and create business value. Although there are plenty of S&OP maturity models around to assess how a business is performing, there is unfortunately no agreed world standard.Read More
Join us for an entertaining look at actual stories of companies that have chosen to view their financial performance from an enterprise perspective. These stories are taken from hundreds of projects, in dozens of industries and illustrate the surprising discoveries made when executives look past their silo based perspective to examine the dramatic impact of their decisions on the entire enterprise. Welcome to the world of “Integrated Business Planning”.Read More
This is the first blog post in a series aimed at highlighting important Enterprise Optimizer® (EO) modeling features and uses. All information below is based on an EO model created for a real customer. High-level background description is provided, but no confidential information is disclosed.
River Logic partnered with a Top 5 consulting company to design, build and implement a Sales & Operations Planning (S&OP) modeling platform for a large chemical company (“ChemCo”) with operations throughout the Americas and Europe. The impetus for this project was a definable gap in their S&OP planning process.Read More
According to Wikipedia, prescriptive analysis is — after descriptive and predictive analysis — the third and final stage of business analytics. Gartner plots prescriptive analysis as the final and most difficult stage of data analytics.
This article will draw an analogy with the mapping and car industry to suggest that prescriptive analysis as an opportunity to support Integrated Business Planning (IBP) and business optimization, is not a final stage, but just at the beginning of a new planning era.Read More