Sales and operations planning: learnings from 15 Brazilian companies
Autor(a) principal: | |
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Data de Publicação: | 2021 |
Outros Autores: | , |
Tipo de documento: | Artigo |
Idioma: | eng |
Título da fonte: | Brazilian Journal of Operations & Production Management (Online) |
Texto Completo: | https://bjopm.org.br/bjopm/article/view/1135 |
Resumo: | ABSTRACT Goal: The goal of this paper is to investigate 15 Brazilian companies, which execute S&OP cycles periodically, in order to characterize the processes implemented and discuss challenges and improvement opportunities. Methodology: Initially, a multiple-case study approach is applied embracing 15 Brazilian companies. Then, a survey is conducted in the same organizations to deepen the investigation. Two recognized S&OP frameworks from the literature are used to structure the research. Results: Some of the main research findings include: some companies consider “Data Gathering” a normal task and no longer a S&OP cycle step; some organizations include a new step one named “Portfolio Management”, preceding “Demand Planning” to leverage step two’s outcomes; there are improvement opportunities identified in “Pre-meeting” and “Executive Meeting” steps regarding capacity to simulate different scenarios from a financial perspective; and most of the studied companies do not adopt a S&OP software facing limitations to manage information and perform what-if analysis. Research Limitations: Only companies located in Brazil are investigated. Practical implications: The study provides useful information for practitioners on the characterization of the S&OP process, implementation challenges, and improvement opportunities. Originality / Value: The paper applies different research methods (multiple-case study and survey) and two recognized frameworks from the literature in the study of the S&OP process performed by 15 companies, providing a broad characterization of the processes implemented and valuable findings about challenges and improvement opportunities. Although all the researched companies are Brazilian, evidences indicate the results are generalizable. |
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Brazilian Journal of Operations & Production Management (Online) |
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Sales and operations planning: learnings from 15 Brazilian companiesS&OP; Supply chain; Planning process; Multiple-case study.ABSTRACT Goal: The goal of this paper is to investigate 15 Brazilian companies, which execute S&OP cycles periodically, in order to characterize the processes implemented and discuss challenges and improvement opportunities. Methodology: Initially, a multiple-case study approach is applied embracing 15 Brazilian companies. Then, a survey is conducted in the same organizations to deepen the investigation. Two recognized S&OP frameworks from the literature are used to structure the research. Results: Some of the main research findings include: some companies consider “Data Gathering” a normal task and no longer a S&OP cycle step; some organizations include a new step one named “Portfolio Management”, preceding “Demand Planning” to leverage step two’s outcomes; there are improvement opportunities identified in “Pre-meeting” and “Executive Meeting” steps regarding capacity to simulate different scenarios from a financial perspective; and most of the studied companies do not adopt a S&OP software facing limitations to manage information and perform what-if analysis. Research Limitations: Only companies located in Brazil are investigated. Practical implications: The study provides useful information for practitioners on the characterization of the S&OP process, implementation challenges, and improvement opportunities. Originality / Value: The paper applies different research methods (multiple-case study and survey) and two recognized frameworks from the literature in the study of the S&OP process performed by 15 companies, providing a broad characterization of the processes implemented and valuable findings about challenges and improvement opportunities. Although all the researched companies are Brazilian, evidences indicate the results are generalizable.Brazilian Association for Industrial Engineering and Operations Management (ABEPRO)2021-04-20info:eu-repo/semantics/articleinfo:eu-repo/semantics/publishedVersionCase studyapplication/pdfhttps://bjopm.org.br/bjopm/article/view/113510.14488/BJOPM.2021.019Brazilian Journal of Operations & Production Management; Vol. 18 No. 3 (2021); 1-142237-8960reponame:Brazilian Journal of Operations & Production Management (Online)instname:Associação Brasileira de Engenharia de Produção (ABEPRO)instacron:ABEPROenghttps://bjopm.org.br/bjopm/article/view/1135/977Copyright (c) 2021 Marcelo Xavier Seeling, Carlos Eduardo Panitz, Professor, Ricardo Augusto Cassel, Professorinfo:eu-repo/semantics/openAccessSeeling, Marcelo XavierPanitz, Carlos EduardoCassel, Ricardo Augusto2021-05-18T14:17:24Zoai:ojs.bjopm.org.br:article/1135Revistahttps://bjopm.org.br/bjopmONGhttps://bjopm.org.br/bjopm/oaibjopm.journal@gmail.com2237-89601679-8171opendoar:2023-03-13T09:45:27.208066Brazilian Journal of Operations & Production Management (Online) - Associação Brasileira de Engenharia de Produção (ABEPRO)false |
dc.title.none.fl_str_mv |
Sales and operations planning: learnings from 15 Brazilian companies |
title |
Sales and operations planning: learnings from 15 Brazilian companies |
spellingShingle |
Sales and operations planning: learnings from 15 Brazilian companies Seeling, Marcelo Xavier S&OP; Supply chain; Planning process; Multiple-case study. |
title_short |
Sales and operations planning: learnings from 15 Brazilian companies |
title_full |
Sales and operations planning: learnings from 15 Brazilian companies |
title_fullStr |
Sales and operations planning: learnings from 15 Brazilian companies |
title_full_unstemmed |
Sales and operations planning: learnings from 15 Brazilian companies |
title_sort |
Sales and operations planning: learnings from 15 Brazilian companies |
author |
Seeling, Marcelo Xavier |
author_facet |
Seeling, Marcelo Xavier Panitz, Carlos Eduardo Cassel, Ricardo Augusto |
author_role |
author |
author2 |
Panitz, Carlos Eduardo Cassel, Ricardo Augusto |
author2_role |
author author |
dc.contributor.author.fl_str_mv |
Seeling, Marcelo Xavier Panitz, Carlos Eduardo Cassel, Ricardo Augusto |
dc.subject.por.fl_str_mv |
S&OP; Supply chain; Planning process; Multiple-case study. |
topic |
S&OP; Supply chain; Planning process; Multiple-case study. |
description |
ABSTRACT Goal: The goal of this paper is to investigate 15 Brazilian companies, which execute S&OP cycles periodically, in order to characterize the processes implemented and discuss challenges and improvement opportunities. Methodology: Initially, a multiple-case study approach is applied embracing 15 Brazilian companies. Then, a survey is conducted in the same organizations to deepen the investigation. Two recognized S&OP frameworks from the literature are used to structure the research. Results: Some of the main research findings include: some companies consider “Data Gathering” a normal task and no longer a S&OP cycle step; some organizations include a new step one named “Portfolio Management”, preceding “Demand Planning” to leverage step two’s outcomes; there are improvement opportunities identified in “Pre-meeting” and “Executive Meeting” steps regarding capacity to simulate different scenarios from a financial perspective; and most of the studied companies do not adopt a S&OP software facing limitations to manage information and perform what-if analysis. Research Limitations: Only companies located in Brazil are investigated. Practical implications: The study provides useful information for practitioners on the characterization of the S&OP process, implementation challenges, and improvement opportunities. Originality / Value: The paper applies different research methods (multiple-case study and survey) and two recognized frameworks from the literature in the study of the S&OP process performed by 15 companies, providing a broad characterization of the processes implemented and valuable findings about challenges and improvement opportunities. Although all the researched companies are Brazilian, evidences indicate the results are generalizable. |
publishDate |
2021 |
dc.date.none.fl_str_mv |
2021-04-20 |
dc.type.driver.fl_str_mv |
info:eu-repo/semantics/article info:eu-repo/semantics/publishedVersion Case study |
format |
article |
status_str |
publishedVersion |
dc.identifier.uri.fl_str_mv |
https://bjopm.org.br/bjopm/article/view/1135 10.14488/BJOPM.2021.019 |
url |
https://bjopm.org.br/bjopm/article/view/1135 |
identifier_str_mv |
10.14488/BJOPM.2021.019 |
dc.language.iso.fl_str_mv |
eng |
language |
eng |
dc.relation.none.fl_str_mv |
https://bjopm.org.br/bjopm/article/view/1135/977 |
dc.rights.driver.fl_str_mv |
info:eu-repo/semantics/openAccess |
eu_rights_str_mv |
openAccess |
dc.format.none.fl_str_mv |
application/pdf |
dc.publisher.none.fl_str_mv |
Brazilian Association for Industrial Engineering and Operations Management (ABEPRO) |
publisher.none.fl_str_mv |
Brazilian Association for Industrial Engineering and Operations Management (ABEPRO) |
dc.source.none.fl_str_mv |
Brazilian Journal of Operations & Production Management; Vol. 18 No. 3 (2021); 1-14 2237-8960 reponame:Brazilian Journal of Operations & Production Management (Online) instname:Associação Brasileira de Engenharia de Produção (ABEPRO) instacron:ABEPRO |
instname_str |
Associação Brasileira de Engenharia de Produção (ABEPRO) |
instacron_str |
ABEPRO |
institution |
ABEPRO |
reponame_str |
Brazilian Journal of Operations & Production Management (Online) |
collection |
Brazilian Journal of Operations & Production Management (Online) |
repository.name.fl_str_mv |
Brazilian Journal of Operations & Production Management (Online) - Associação Brasileira de Engenharia de Produção (ABEPRO) |
repository.mail.fl_str_mv |
bjopm.journal@gmail.com |
_version_ |
1797051461677350912 |