Andrew D. Schneider, ACPF, is Vice President of Global Supply Chain and Integrated Business Planning for Peloton's Commercial Business Unit, where he leads global supply chain strategy, planning, procurement, and operating model transformation. Previously, he held supply chain leadership roles with Medtronic, Ball Corporation, Crocs, and other global organizations. Andrew specializes in integrated business planning, forecasting, AI-enabled planning, and decision science, helping organizations improve service, profitability, and executive decision-making. He is an ASCM Distinguished Fellow, recipient of the ASCM Award of Excellence, and a longtime member of the IBF Advisory Board.
S&OP requires dedication, consistency and qualified key decision makers in order for a company to succeed in achieving its desired business objectives. Great effort must be made to identify individuals with the necessary leadership qualities so they can perform essential S&OP functions and drive it as a key strategic tool.
In this session I discuss how a solid grounding in S&OP functional requirements is essential for anyone joining the S&OP established family of leaders within an organization. It is therefore crucial that HR is aligned with your S&OP objectives. Whether you are adding specialized practitioners, mid management managers or executive level leaders, soft skills in collaboration, management and negotiation are fundamental requirements for any team member.
You will learn:
- How your company can avoid the pitfalls of the “wrong choice” for highly visible S&OP roles
- How to identify the necessary ‘soft skills’ for your organization based on its strategic vision, S&OP leadership needs and functional strengths
- How to take a collaborative approach to the selection process to avoid miscommunication and waste of valuable resources