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Robert (Rob) Tearnan, an Oliver Wight principal, has extensive experience in designing and implementing business systems to increase effectiveness, reduce costs, and streamline processes. Since joining Oliver Wight, he has participated in more than 100 Sales & Operations Planning (S&OP) and Demand Management implementations at manufacturing organizations, serving as coach, mentor, and trainer, among many other roles.
The companies he has served range in size from $12 million to over $22 billion in annual revenue in the construction products, telecommunication, pharmaceutical, industrial products, steel, agribusiness, and consumer products industries. A partial client list includes Weyerhaeuser, Motorola, Honeywell, Moog, Flowserve, Banner Pharmacaps, CTS, Witco, Doskocil, Carpenter Technology, Westinghouse, and ViJon.
Before joining Oliver Wight, Rob held several positions with Molecular Biosystems of San Diego, California, including Business Resource Planning Manager, when the firm achieved Class A results with its Integrated Planning and Control process. In addition, he led the Continuous Improvement team that implemented improvements in the manufacturing and quality organization with annual cost and productivity savings of over $1 million. Rob also served as president and director of Product Development for Decision Resource Inc., a software firm specializing in total business systems for small businesses and as a finance analyst at IBM.
Rob has taught college courses in management, business computers, economics, and finance at the University of Hawaii. He received his BA in business and economics and his MBA in finance and accounting from the University of New Mexico.
A new white paper from Oliver Wight Americas tells how a mature Integrated Business Planning (IBP) process stimulates the Finance organization to evolve as well.
Read this white paper to learn:
· Why the Finance organization is increasingly valued for its analysis of the optimal ways to deploy strategy.
· How the Finance organization evaluates options for dealing with the uncertainty of forward-looking plans.
· How the management team uses this input to compare scenarios to the base plan – and develop contingency plans as needed.
Finance’s Role in Integrated Business Planning / Sales and Operations Planning
In this article, Rob Tearnan and Bob Hirschey discuss the critical role of Finance and Treasury in the Integrated Business Planning/Sales and Operations Planning process. Specifically, the authors highlight the opportunity for the financial community to assist leaders in dealing with the uncertainty inherent in the IBP process. Published in AFP Exchange November 2010.
Sales and Operations Planning (S&OP) is widely considered a best practice management methodology for manufacturing, engineering, and distribution organizations. It is a monthly management process that brings into one integrated plan all of a business’s separate operational plans and ensures that the plans are synchronized; particularly demand, supply, inventory, new product, and finance. If done well, the process provides a formal method for senior management to respond to change, both positive and negative, over a 24- to 60-month planning horizon. A mature process enables management visibility of the status of strategic initiatives and identification of gaps between current plans and strategic goals which leads to action plans to close the gaps.
Role of the S&OP Coordinator in the Integrated Reconciliation Step of the S&OP Process white paper discusses the importance of the Integrated Reconciliation Process, how it works, and who is responsible. There is also a review of symptoms that the process needs improvement.