Keep the "S" in S&OP

When it comes to generating forecasts, what appear to be the simplest questions often prove to be the most difficult to answer. How much product do you expect to sell? In what markets will you sell and which partners will be involved? Where do you need to position supply and when? In industry segments with shorter product cycles, spiky demand and complex channels, relying solely on historical data to generate future forecasts and plans will not suffice.

In this paper, we will review the value of including sales sentiment into a good sales and operations planning (S&OP) process, related challenges and how they may be overcome.

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