Building & Sustaining Enterprise-Wide S&OP/IBP

This presentation focused on the challenge of creating and enhancing S&OP in a large and complex organisation. The session explored how GlaxoSmithKline (GSK) have approached this challenge in its recent global deployment of S&OP and will summarise the development and execution of its change programme. There was a strong focus on the need for building strong cross-functional engagement across the enterprise and how this was addressed. The deployment approaches and learnings arising from the programme was presented along with current thinking on building sustainability and continuous improvement into the S&OP as well as IBP process.

You will learn:
  • How to ensure multiple regions follow the same S&OP process and keep a regular cadence;
  • How to develop a culture, where even your commercial teams are excited about the monthly S&OP meeting;
  • How to sustain S&OP/ IBP during turnover, management changes, and acquisitions.
author
Neil James
Associate Partner
Camelot Management Consultants
Neil has 20 years’ experience in the pharmaceutical industry, with an extensive track record across a range of commercial roles. He has wide leadership experience both in operational roles as a General Manager and in strategic transformation initiatives. In addition to experience of strategy development, he has successfully led numerous cross-functional implementation and change projects at local, regional and global levels to drive growth and profitability. From 2013-2016, Neil served as VP, Core Commercial Cycle, for GlaxoSmithKline. He was responsible for the successful global deployment of S&OP across its £28 billion business, working extensively on building cross-functional collaboration and partnerships across Commercial, Finance and Supply Chain functions. He is currently working with Camelot Management Consultants Inc., providing support to organisations on S&OP/IBP deployment and development.
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