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Jim Matthews, an Oliver Wight principal and board member, is a consultant and educator providing companies with guidance in Integrated Business Planning (Advanced S&OP), Demand Management, and CPFR® (Collaborative Planning, Forecasting and Replenishment).
With over 25 years of experience in general management, demand, supply chain, and mergers and acquisitions, Jim has a deep understanding of how to recognize opportunities and work with clients to establish plans that deliver sustainable results.
Jim has worked in all geographic regions with companies spanning many industries, including Mondelez and General Mills (CPG); Tiffany and Pure Fishing (retail); Valspar, FMC, Simmons and Metrie (industrial); IBM, Blackberry, Celestica, and Lucent Technologies (high tech); DirecTV and Bell Canada (services). He is known for his partnership at all levels and passion for client success. This includes helping clients establish effective linkage and alignment between functions and management levels leading to better execution and results.
Jim is an advocate of establishing clarity of vision and early executive alignment. This includes a clear understanding of current gaps, agreement on appropriate solutions, proper resourcing, and a documented “case for change”. He helps leadership operationalize their strategy and draw strong links to their desired business and financial objectives. This often means finding fast and effective ways of achieving revenue/margin growth and improving asset performance with focus in the areas of customer performance, demand management, inventory optimization, resource and supply management, and effective KPI design.
Jim earned his MBA from McMaster University and is a frequent speaker at many industry conferences.
What is your decision style…and your management team’s approach to decision making?
This white paper will challenge you to rethink how decisions are made in your company. It presents:
• The characteristics of a precisely wrong decision-making methodology
• What a roughly right decision-making methodology looks like
• Case examples of both types of decision-making approaches
Which is best? Roughly right or precisely wrong? You decide.
If your S&OP or IBP process is not delivering the results you expected, read this white paper. The authors explain typical problems and how to resolve them.
In this detailed article, Jim Matthews emphasizes the importance of determining the root causes of issues in order to develop appropriate solutions. Build trust, develop cross-operational teamwork, and enhance communication to restore customer confidence.