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How S&OP Changes Corporate Culture: Results from Interviews with Seven Companies

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  • John E. Mello
  • Robert A. Stahl

Abstract

John Mello and Bob Stahl have each contributed many publications about the Sales and Operations Planning process and its dependence on changes in corporate culture. For this article, they have teamed up to examine the cultural impact of S&OP in seven companies, interviewing individuals who were present before and after S&OP implementations. The interview results reveal remarkable changes in corporate culture and greater satisfaction with corporate performance. Copyright International Institute of Forecasters, 2011

Suggested Citation

  • John E. Mello & Robert A. Stahl, 2011. "How S&OP Changes Corporate Culture: Results from Interviews with Seven Companies," Foresight: The International Journal of Applied Forecasting, International Institute of Forecasters, issue 20, pages 37-42, Winter.
    • Handle: RePEc:for:ijafaa:y:2011:i:20:p:37-42
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    Cited by:

    1. Phillips, Christina Jane & Nikolopoulos, Konstantinos, 2019. "Forecast quality improvement with Action Research: A success story at PharmaCo," International Journal of Forecasting, Elsevier, vol. 35(1), pages 129-143.
    2. Ambrose, Scott C. & Matthews, Lucy M. & Rutherford, Brian N., 2018. "Cross-functional teams and social identity theory: A study of sales and operations planning (S&OP)," Journal of Business Research, Elsevier, vol. 92(C), pages 270-278.
    3. Tuomikangas, Nina & Kaipia, Riikka, 2014. "A coordination framework for sales and operations planning (S&OP): Synthesis from the literature," International Journal of Production Economics, Elsevier, vol. 154(C), pages 243-262.

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