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An S&OP Communication Plan: The Final Step in Support of Company Strategy

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  • Niels van Hove

Abstract

Over the past 30 years, S&OP has generally advanced beyond the goals of balancing supply and demand. In recent Foresight articles, Mark Moon and Pete Alle (Spring 2015) discussed the integration of finance and senior leadership into supply-chain planning, while Dean Sorensen (Winter 2016) detailed the ways in which S&OP can and should be broadened to encompass enterprise-wide planning and performance management. We are seeing that mature S&OP processes now support rolling forecasts, enterprise resource reallocation, and strategy execution. In this article, however, Niels van Hove argues that to keep employees informed, engaged, and focused on executing strategy, S&OP outcomes must be communicated properly. He calls for a variety of communication channels, both structured and informal. Copyright International Institute of Forecasters, 2016

Suggested Citation

  • Niels van Hove, 2016. "An S&OP Communication Plan: The Final Step in Support of Company Strategy," Foresight: The International Journal of Applied Forecasting, International Institute of Forecasters, issue 42, pages 5-10, Summer.
  • Handle: RePEc:for:ijafaa:y:2016:i:42:p:5-10
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    Cited by:

    1. Goh, Shao Hung & Eldridge, Stephen, 2019. "Sales and Operations Planning: The effect of coordination mechanisms on supply chain performance," International Journal of Production Economics, Elsevier, vol. 214(C), pages 80-94.

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