Andrew Schneider is a veteran supply chain and business science professional, with a 20 year career spanning journalism, sales, demand planning, analytics, emerging data sciences, strategy, and enterprise risk management. He is a thought leader for the IBF and a member of the esteemed advisory board, an ASCM award-winning fellow & certification holder, and an always-hungry learner of & contributor to the business planning field. He has vast experience across leadership & practitioner roles in CPG, Footwear & Apparel, Food & Beverage, and Medical Device sectors, along with systems implementation, COE deployment, and full supply chain transformation experience. Andrew is presently employed in a supply chain management role with Viega LLC, but also maintains his consultancy practice and is always available to network, consult, and serve. He is an IBF Advanced Certified Professional Forecaster (ACPF).
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.