By: Mike Reed
Since is was originated by Oliver Wight int he early 1980s, sales and operations planning (S&OP) has become the business management process of choice for thousands of organizations all over the world. But although these organizations may have all adopted the language of S&OP, they have not always adopted the fundamental practices, which have made it successful. Consequently, many have not yet experienced the true benefits it can bring. Of course, some have either chosen not to keep their S&OP process up to date with business and market demands, or simply neglected to do so. Many though are keen to evolve, and for them, help is at hand with five simple questions for successful S&OP.