Every function in a company wants to add value to the organization but in a siloed environment where different functions don’t communicate, they can end up hamstringing each other in this goal. In this article I reveal how I, after an unexpected promotion, was taken from a Marketing Analytics role into a Supply Chain role and suddenly realized the need for a process that supported joined-up decision making. I reveal how S&OP at an East Coast contract manufacturer of consumer goods helped solve persistent cost problems in Operations and Supply Chain, and allowed Sales and Marketing to grow revenue, allowing both sides to meet their targets.

From Issue: Growing Revenue & Cutting Operational Costs With A Win-Win S&OP Strategy
(Summer 2021)

Growing Revenue & Cutting Costs With A Win-Win S&OP Strategy