In this third and final article in our series, Climbing the Sales and Operations Maturity Ladder, we explore the characteristics of S&OP process maturity and recommend actions you can take today to move to higher levels of S&OP capability.
Regularly studying consumer trips and basket-level data in convenience retail could have helped c-store operators recognize the trend and shift their inventory to accommodate consumer buying habits during the pandemic.
In survey after survey S&OP consistently ranks as one of the top three management priorities. Why is it then that many organizations find it extremely difficult to improve their ability to develop a company-wide planning process?
From AI/ML-powered smart factories and supply chain to data-driven marketing and personalization, AWS has been integrating and building experiences that are impactful for consumer goods brands and consequently, their retailer customers alike.
Beyond reducing costs and simplifying operations, SKU rationalization is playing a vital role in improving the supplier/retailer relationship during an especially complex moment — and it may even pave the way for new innovation.
The ability for retailers and CPG companies to accurately forecast short-term consumer demand and ensure products are available to consumers when they need them most has been thrust to the forefront with the onset of the worldwide health crisis.
The urgency of accurately forecasting consumer demand has been shoved into the spotlight by COVID-19, and both retailers and CPGs are powering through the pandemic with a renewed focus on intelligent analytics.
Implementing a short-term forecast is fundamental in understanding and predicting cha
Supply chain practitioners have used sales and operations planning (S&OP) to accelerate, direct and optimize business decisions for the better part of 30 years. However, there is still a wide gap between a best-in-class and the typical S&OP process in place today.
Just five short months ago, the consumer goods industry was focused on building a supply chain to support the omnichannel era, focusing on four key areas: demand planning, fulfillment, manufacturing, and last-mile delivery. However, since then the industry has been flipped on its head.