Architects of Change: Implementing S&OP and Managing the Process

Rapid growth or dramatic changes in the business often expose company processes that are not scalable. Forward thinking companies recognize that implementing a well-functioning S&OP process is instrumental to operational success. But to achieve successful S&OP during periods of significant change, a new mindset needs to be instilled within the company’s culture. In this session, we have discussed and outlined how to collaboratively and effectively apply an S&OP process that improves forecast visibility, communication, inventory strategy, and customer service. This session has also focused on the importance of change management and ongoing oversight of an S&OP process to align with growth and cross functional collaboration.

You will learn:
  • How to clarify and establish the time, effort and collaboration required to design, and implement an effective S&OP process
  • How to recognize if your organization is ready for change in order to move the S&OP process forward
  • How to revitalize S&OP when the process has not produced results and lost stakeholder buy-in
author
Pete Alle
VP Supply Chain
Oberweis Dairy
Pete Alle has more than 30 years of experience in the consumer goods field, and has been a leader in multiple functional areas including manufacturing, engineering, distribution, transportation, supply chain strategy, and customer relationship management. Currently, he is VP for Supply Chain at Oberweis Dairy, where he is responsible for procurement, quality, manufacturing, distribution, transportation, delivery operations and supply and demand planning. Prior to joining Oberweis Dairy, Pete was the Senior Director of the Center of Excellence for Customer Service and Logistics at Mondelēz International where he and his team led global process improvement initiatives and innovation across the Supply Chain. As Sr. Director of CS&L at Mondelēz, Pete's areas of focus included supply network design, distribution and transportation optimization, planning processes, cost to serve, cash flow improvement and design of various customer service offerings. His additional prior experience included several increasingly responsible positions with Kraft Foods, as well as a position at Booz-Allen & Hamilton. Pete received a BS degree in Engineering from Rensselaer Polytechnic Institute, and an MS degree in Engineering from Princeton University.
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