Relevant bibliographies by topics / Sales and Operational Planning

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Sales and Operational Planning'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 February 2022

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Journal articles on the topic "Sales and Operational Planning"

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M.T. Thomé, Antônio, Rui Soucasaux Sousa, and Luiz F.R.R.S. do Carmo. "Complexity as contingency in sales and operations planning." Industrial Management & Data Systems 114, no. 5 (2014): 678–95. http://dx.doi.org/10.1108/imds-10-2013-0448.

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Purpose – The purpose of this paper is to test whether complexity interacts with Sales and Operations Planning (S&OP) practices by positively moderating the impact of S&OP practices on manufacturing operational performance dimensions of quality, flexibility and delivery. Design/methodology/approach – Three hypotheses are developed on the relationships between S&OP practices, task complexity and process complexity and manufacturing operational performance. Scales are validated with structural equation modelling. The hypotheses are tested through a hierarchical regression analysis using data from a sample of 725 manufacturing plants from 21 countries. Findings – S&OP practices of organizational management, technological integration, measurement systems and integration of plans impact positively on manufacturing operational dimensions of quality, delivery and flexibility. Process complexity moderates the effect of S&OP practices, amplifying its impact upon all three performance dimensions. Product complexity moderates the effect on quality, but not on delivery and flexibility. Practical implications – S&OP practices of organizational and technological coordination of manufacturing and new product design; information technology to measure information sharing and planning; dedicated information systems do impact upon manufacturing operational performance. Results are amplified by process complexity. The more complex are the manufacturing processes the larger the gains of S&OP. Originality/value – This research applies contingency theory to S&OP and empirically demonstrates its impact on manufacturing operational performance and the moderator role of complexity.
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Thomé, Antônio Márcio Tavares, Rui Soucasaux Sousa, and Luiz Felipe Roris Rodriguez Scavarda do Carmo. "The impact of sales and operations planning practices on manufacturing operational performance." International Journal of Production Research 52, no. 7 (2013): 2108–21. http://dx.doi.org/10.1080/00207543.2013.853889.

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Babich, V. V. "APPLICATION OF ECONOMETRIC METHODS IN OPERATIONAL PLANNING." BULLETIN Series of Physics & Mathematical Sciences 71, no. 3 (2020): 45–51. http://dx.doi.org/10.51889/2020-3.1728-7901.06.

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The applied aspect of the use of statistical models in the operating activities of the company is discussed in the article. The author offers a statistical model that allows you to determine the demand function, based on which you can predict the volume of sales and the forecast to be included in the current operational plans. The author provides a calculation algorithm that allows you to build a model with a certain quality assessment and reliable results using econometric methods. The purpose of the model is the selection of independent factor characteristics that have the strongest effect on changes in sales. A multiple regression model is being constructed. The author puts forward hypotheses and, using tests and certain statistical coefficients, checks them at a certain confidence interval. Given that any entrepreneur is faced with the task of maximizing profits in a certain competitive environment, the task of identifying factors that have a significant impact on demand is extremely important.
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E. Plank, Richard, and Robert Hooker. "Sales and operations planning." Journal of Research in Interactive Marketing 8, no. 1 (2014): 18–36. http://dx.doi.org/10.1108/jrim-08-2013-0059.

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Purpose – The purpose of this paper is to outline the usage of interactive marketing tools in the area of sales and operations planning (S&OP) to further collaboration among supply chain partners. Emergent challenges and research directions are proposed. Design/methodology/approach – Using extant literature from S&OP, supply chain management and interactive marketing, the authors integrate those to show the value of using interactive marketing tools to further integration across the supply chain of important S&OP processes. Findings – S&OP utilizes sophisticated software to integrate various business processes beyond B2C and into B2B relationships. Research limitations/implications – Uncertainty exists as to the measurement of the performance of a supply chain, or the network or system of companies, is not developed enough to deal with that issue. However, this is addressed in the research questions section. Practical implications – The practical implications for the use of integrative marketing tools to link B2C as well as B2B partners through S&OP are numerous and far reaching. Originality/value – This study uniquely examines the use of interactive marketing tools for B2B, as opposed to simply B2C.
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Swaim, James Anthony, Michael Maloni, Patrick Bower, and John Mello. "Antecedents to effective sales and operations planning." Industrial Management & Data Systems 116, no. 6 (2016): 1279–94. http://dx.doi.org/10.1108/imds-11-2015-0461.

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Purpose – Sales and Operations Planning (S & OP) serves as the essential cross-functional process for organizations to match supply in the form of production, inventory, and procurement with customer demand. Given recent studies revealing that S & OP is ineffective for most firms, the purpose of this paper is to investigate the critical antecedents of effective S & OP. Design/methodology/approach – Drawing on agency theory and stewardship theory, the authors develop and test a conceptual model that includes organizational integration, organizational priorities, standardized processes, and organizational engagement. The authors apply partial least squares structural equation modeling of survey data from S & OP practitioners to test the model. Findings – The results confirm the relationships among S & OP antecedents. Organizational integration positively influences a standardized S & OP process, and both the S & OP process and prioritization lead to stronger organizational S & OP engagement. Ultimately, organizational S & OP engagement is positively linked to enhanced operational, market, and profitability outcomes. Practical implications – The findings create a strong practical foundation for executing S & OP. The results also reveal a formal process for operationalizing the link between organizational integration and firm performance that is espoused but not detailed in existing literature. Originality/value – Existing research supports the potential performance impacts of S & OP but has yet to validate how to specifically operationalize S & OP.
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Kumar, Rakesh, and Samir K. Srivastava. "A Framework for Improving ‘Sales and Operations Planning’." Metamorphosis: A Journal of Management Research 13, no. 1 (2014): 16–25. http://dx.doi.org/10.1177/0972622520140104.

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Sales and Operations Planning (S&OP) initially came to existence in manufacturing in the late 1980s and has been around for about three decades now. It is the long-term collaborative planning process of production levels relative to sales within the realm of a manufacturing planning and control system at the Stock Keeping Unit (SKU) level. S&OP has evolved into a major business process adopted to manage the balance and trade-off between the conflicting preferences of the supply and demand side of the supply chain and offers many value creation opportunities. It is one of the most critical business processes used to achieve best in class performance to consistently outperform competitors. It is increasingly being viewed as essential to synchronise the entire supply chain in order to improve its efficiency, as once the S&OP process is institutionalised, it will enhance supply chain efficiency in the long run. It will also help the supply chain partners to understand and overcome supply chain risks resulting from market volatility. For this, firms must develop and deploy excellent leadership capabilities so that S&OP processes are in place and supported well within and across the supply chain. Although easy to understand, S&OP can be difficult to implement. Explaining the importance and working of S&OP, defining the key S&OP objectives and the role of people, process and technology, this article tries to address many evolving S&OP related operational issues from the people, process and supply chain perspective. It also prescribes practical ways to improve and institutionalise a strong S&OP process within a firm and consequently across the supply chain. Thereafter, it provides a useful framework to forecast ownership and suggests as to what should be discussed in S&OP meetings. Finally, it highlights the need to align the plans on a continuous basis and suggests a framework for the same.
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Nabil, Lahloua, Abdellah El Barkany, and Ahmed El Khalfi. "Sales and Operations Planning (S&OP) Concepts and Models under Constraints: Literature Review." International Journal of Engineering Research in Africa 34 (January 2018): 171–88. http://dx.doi.org/10.4028/www.scientific.net/jera.34.171.

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Globalization has had a significant impact on company’s management, particularly in the supply chain (lead time, investment in production capacity and technology, organization & management ...). The sales and operations planning (S&OP) include all the processes that link the strategic objectives of the enterprise with the production plan. The impact of the S&OP on operational performance was consistently and significantly demonstrated in the operational aspects of production ; quality (conformity of production, product quality and reliability), delivery (the delivery agility, reliability of supply, manufacturing deadlines, lead times), stocks (reduction of inventory levels, inventory optimization) and flexibility (flexible volume and mix). Our objective in this paper is to present, in the first part, a literature overview of the sales and operations planning, and various research and models developed. In the second part, we will emphasize the transversal aspect of our research that involves both operational issues, tactical and strategic in a context subject to different constraints.
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Hozak, Kurt, and R. Samuel Sale. "Sales and operations planning spreadsheet homework." International Journal of Information and Operations Management Education 6, no. 1 (2015): 1. http://dx.doi.org/10.1504/ijiome.2015.073144.

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Tavares Thomé, Antônio Márcio, Luiz Felipe Scavarda, Nicole Suclla Fernandez, and Annibal José Scavarda. "Sales and operations planning: A research synthesis." International Journal of Production Economics 138, no. 1 (2012): 1–13. http://dx.doi.org/10.1016/j.ijpe.2011.11.027.

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Yevtushenko, V. A., V. I. Liashevska, and O. S. Kopyttsova. "Planning of Foreign Economic Activity as a Factor in Increasing the Competitiveness of Enterprises in the World Market." Business Inform 6, no. 521 (2021): 38–43. http://dx.doi.org/10.32983/2222-4459-2021-6-38-43.

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In the process of globalization and international integration, the formation of a rational sequence of sales planning is becoming increasingly important for companies engaged in foreign economic activity. This type of management activity contributes to obtaining additional profits through the full use of the advantages of international labor and international integration, as well as by identifying opportunities for the development of foreign economic activity of organizations. The relevance of the chosen topic lies in the need for companies to always develop and improve sales activities through increased competition and the rapid development of foreign economic relations. Because the key to the «survival» of enterprises in today’s market economy is a well-established effective sales policy and its purposeful development. The article defines the structure and components of sales activities. Also, an important role and priority of effective management of the sales system in increasing the competitiveness of enterprises in world markets is specified. The peculiarities of understanding the term of «sales» in both the narrow and the broad sense are analyzed. Different approaches to determining the basic concepts of sales activity are systematized. The place of sales in the enterprise management system is considered. The main characteristics of strategic and tactical management of sales system are analyzed. The peculiarities of sales management at enterprises are distinguished. The strategic and operational solutions in the creation of sales system are examined. The current state of foreign economic and sales activity of the service company «Master Service» LLC is considered and ways to improve its foreign economic activity are proposed.
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Dissertations / Theses on the topic "Sales and Operational Planning"

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THOME, ANTONIO MARCIO TAVARES. "SALES AND OPERATIONS PLANNING IMPACT ON MANUFACTURING OPERATIONAL PERFORMANCE." PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2013. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=23836@1.

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PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO<br>COORDENAÇÃO DE APERFEIÇOAMENTO DO PESSOAL DE ENSINO SUPERIOR<br>PROGRAMA DE SUPORTE À PÓS-GRADUAÇÃO DE INSTS. DE ENSINO<br>Esta tese aborda o tema de Planejamento de Vendas e Operações, designado pelo acrônimo inglês de SeOP (Sales and Operations Planning). Trata-se de um campo recente em Gerência de Operações. SeOP é definido como um processo interfuncional e integrado de planejamento tático e como um conjunto coeso de práticas gerenciais que unificam diferentes planos de negócios (vendas, marketing, desenvolvimento de novos produtos, manufatura, compras e finanças) em um conjunto de planos integrados internamente e na cadeia de suprimentos, com a finalidade de criar valor e impacto no desempenho das empresas. Objetiva equilibrar oferta e demanda em nível de produtos e famílias de produtos, com um horizonte de planejamento que coincide com o ciclo de planejamento estratégico dos negócios. A eficiência do processo é medida e avaliada para melhoria continua. Compreende um conjunto coeso de práticas gerenciais, direcionado a incentivar o alinhamento horizontal (entre funções) e vertical (do plano de negócios a operações), na empresa e na cadeia de suprimentos. O objetivo da tese é duplo: proceder a uma revisão sistemática e abrangente da literatura em SeOP; avaliar o impacto dos processos e das práticas de SeOP no desempenho operacional da manufatura. A revisão bibliográfica sobre SeOP foi feita a partir das bases de dados eletrônicas EBSCO, Emerald e SCIENDIRECT. Ao todo 271 resumos e 55 textos completos foram revistos e classificados em um quadro conceitual de referência, que relaciona variáveis contextuais, de entrada (inputs), objetivos, estruturas e processos, resultados intermediários e resultados finais do SeOP. Foi constatada a ausência de sínteses anteriores da literatura sobre o tema e uma grande disparidade de conceitos e modelos de maturidade do SeOP, que impossibilitaram a análise estatística dos resultados publicados (meta-análise). Uma síntese sistematizada da literatura foi apresentada. Notou-se igualmente que existem poucos artigos científicos rigorosos que demonstrem o impacto das práticas de S&OP no desempenho das empresas. Ainda mais raros são os estudos empíricos baseados em teorias de gerência de operações. A verificação empírica do impacto das práticas de SeOP interno e de integração na cadeia de suprimentos com fornecedores e com clientes foi realizada com modelos de equações estruturais e de regressão múltipla passo a passo. A base de dados da Pesquisa Internacional de Estratégia da Manufatura (IMSS-V), reagrupando 725 empresas de 34 países foi utilizada na análise. A formulação dos modelos baseou-se na teoria de contingência estrutural. O efeito do SeOP (medido pelo coeficiente de regressão) no desempenho operacional da manufatura foi positivo e consistente para as dimensões da qualidade, flexibilidade e entregas, situando-se no intervalo entre 0,26 e 0,36. Contatou-se igualmente que a integração com fornecedores e as tecnologias de processo na manufatura são moderadoras do impacto no desempenho em todas as dimensões de desempenho e que a tecnologia de produtos modera o desempenho em termos de qualidade. Conclui-se que há uma necessidade de aprofundar a agenda de pesquisas com estudos empíricos baseados em teorias de gerência de operações na manufatura em diferentes contextos e indústrias, de estender e aprofundar a análise do SeOP na cadeia de suprimento, assim como de conduzir estudos de casos. A principal implicação prática do estudo resulta dos fatores contingenciais do impacto do SeOP no desempenho. A indústria ganharia a conduzir processos e práticas de SeOP de forma concomitante com a integração com fornecedores na cadeia de suprimento e a adoção de tecnologias de processo e de produtos que sejam adequadas ao ambiente no qual atua.<br>Sales and Operations Planning (SandOP) is a new and growing research field in Operations Management. The thesis intends to: (i) provide a comprehensive research synthesis of the extant literature on SandOP; and (ii) explore SandOP impact on manufacturing operational performance dimensions of quality, delivery and flexibility, informed by structural contingency theory. A synthesis framework was proposed. Due to disparate concepts and measurements, the field is not yet ripe for meta analysis. There is also a paucity of rigorous empirical research in the impact of SandOP on manufacturing operational performance, anchored in Operations Management theories. Data from 725 metal products and machinery manufacturers (ISIC 3.1, code 28-35) in 34 countries from the fifth round of the International Manufacturing Strategy Survey was used for hypotheses tests. Scales were validated with confirmatory factor analysis and analyzed with stepwise multiple regression. SandOP effect size on quality, delivery and flexibility was on the 0.26 - 0.36 range, after controlling for economic development, market dynamics and firm size. Supply Chain integration with suppliers and manufacturing process technology moderate SandOP impact on all three performance dimensions. Product technology moderates quality but not delivery or flexibility. Misfit of process technology, cross functional team work and product technology adversely affect performance. Practitioners should simultaneously pursue SandOP implementations, integration with suppliers and use of adequate technology to boost performance. Further research should focus on theory validation, case studies and survey research on SandOP.
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Almkvist, Larsson Michaela. "Streamlining Sales and Operational Planning through Knowledge Management." Thesis, KTH, Skolan för industriell teknik och management (ITM), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-279587.

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In today’s competitive market it is more important than ever to have effective and efficient Supply Chain Planning. Despite its wide adoption and many years of development, Sales and Operational Planning, one of the most commonly applied tactical Supply Chain Planning processes, is not generating the desired results as companies are still experiencing difficulties in synchronizing demand and supply. Furthermore, a company’s competitiveness depends on its knowledge management and how that knowledge is disseminated across functions. Therefore, a case study was conducted with the purpose to investigate how knowledge management is used in the Sales and Operational Planning process to streamline its operations. The study presents a conceptual framework built on prior research on how to use knowledge management in the Sales and Operational Planning process. The framework highlights the importance of alignment of targets and information as well as continuous documentation and learning to improve the streamlining of the process. Additionally, the study illustrates linkages between the stages of creating, spreading, and applying knowledge by applying the framework to the case company. The study identified a gap in research where the combination of Sales and Operational Planning and Knowledge Management had not fully been explored. This gap was addressed by the creation of the conceptual framework. The practical contribution identified both systematic, functional, and individual areas of Knowledge Management that can work to streamline the process.<br>Dagens konkurrenskraftiga marknad gör att det är viktigare än någonsin att ha en effektiv planering av försäljningskedjan. Sälj- och verksamhetsplanering är en av de mest tillämpade taktiska processerna för planering av försäljningskedjan. Trots sin breda användning och många år av utveckling så genererar inte processen de önskade resultaten då företag fortfarande upplever svårigheter i att synkronisera utbud och efterfrågan. Fortsättningsvis finns det korrelation mellan ett företags konkurrenskraft och kunskapsspridning samt hur kunskap sprids internt mellan funktioner. Därför genomfördes en fallstudie med syftet att undersöka hur kunskapshantering kan integreras i sälj- och verksamhetsplaneringen för att effektivisera processen. Studien presenterar ett ramverk baserat på tidigare forskning, om hur sälj- och verksamhetsplaneringen kan effektiviseras genom kunskapshantering. Ramverket belyser vikten av samspel mellan mål och information samt kontinuerlig dokumentation för effektivisering av processen. Vidare illustrerar studien kopplingar mellan stadierna att skapa, sprida och använda kunskap genom att tillämpa ramverket på det undersökta företaget. Studien identifierar ett forskningsgap där kombinationen av sälj- och verksamhetsplanering och kunskapshantering inte har undersökts fullständigt. Detta forskningsgap adresseras genom skapandet av ramverket. Det praktiska bidraget består av både systematiska, funktions-baserade och individ-baserade områden inom kunskapshantering som kan arbeta för att effektivisera processen.
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Antonsson, Tommy. "Sales & Operations Planning." Thesis, University of Skövde, Department of Computer Science, 1998. http://urn.kb.se/resolve?urn=urn:nbn:se:his:diva-191.

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<p>Sales & Operations Planning är den process som knyter ihop försäljningsplanen och produktionsplanen med affärsplanen. Detta sker löpande varje månad i aggregerad form. Den här typen av planering har rönt stor framgång i USA. Detta är i alla fall Richard C. Lings (1988) åsikt, men så var det också han som grundade Sales & Operations Planning.</p><p>I mitt arbete kommer jag att visa vad Sales & Operations Planning är för något och hur det kan implementeras. Trots att det är ett populärt sätt att planera på i USA så har det inte nått samma framgång i Sverige. En av de viktigaste delarna i S&OP är familjeindelning. Jag kommer i mitt arbete visa hur Svenska företag delar in sina artiklar i familjer och hur litteraturen vill att det ska ske. Jag kommer även att ta upp fördelarna med simulering och hur Svenska företag planerar.</p>
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Gavioli, Giulio. "Sales & Operations Planning in Bonfiglioli Riduttori." Master's thesis, Alma Mater Studiorum - Università di Bologna, 2018.

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Il Sales & Operations Planning (S&OP) è un processo aziendale che permette di legare su di un’unica piattaforma informatizzata i due ambiti che contraddistinguono un’azienda manifatturiera: le vendite e le operations. Il S&OP fa parte dei sistemi di corporate performance management, ovvero quei processi analitici e manageriali, supportati dalla tecnologia, che rendono possibile la definizione di obiettivi strategici, la misurazione delle prestazioni e la gestione delle azioni intraprese per il loro miglioramento. Un simile strumento è stato progettato e realizzato presso Bonfiglioli Riduttori, multinazionale italiana leader nella produzione di soluzioni utili all’automazione industriale e al movimento terra. Nella prima parte dell’elaborato si ripercorre quello che è stato lo sviluppo avuto dai dati negli ultimi anni e come essi possano supportare il processo decisionale. Viene inoltre introdotto il concetto di Business Intelligence e descritte le diverse possibili architetture di un data warehouse. Si esplica inoltre il modello multidimensionale dei dati. Successivamente, una volta introdotta la realtà Bonfiglioli e le motivazioni che hanno portato la società ad intraprendere un progetto di S&OP, vengono passate in rassegna tutte le fasi salienti del progetto, con particolare attenzione verso le tecniche informatiche e i processi gestionali adottati. Tra le fasi possiamo ricordare la modellazione del processo e degli elementi che lo contraddistinguono, la definizione dei KPI e l’alimentazione dei software Board e R mediante i dati presenti nel data warehouse aziendale. Nell’ultima parte vengono invece descritti i report creati per la supervisione e il miglioramento delle performance aziendali relative al processo, così come i benefici derivanti dalla piattaforma di Sales & Operations Planning implementata.
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Honstain, Christopher Michael. "Sales & operations planning in a global business." Thesis, Massachusetts Institute of Technology, 2007. http://hdl.handle.net/1721.1/40106.

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Thesis (M. Eng. in Logistics)--Massachusetts Institute of Technology, Engineering Systems Division, 2007.<br>Includes bibliographical references (leaf 44).<br>As companies become more global and begin to outsource manufacturing and other services, the uncertainty in the supply resource increases. Demand uncertainties increase as these same companies expand into new countries to serve new customers. The globalization of business has created problems that many companies do not know how to overcome. One way of overcoming these challenges is to implement a process called global sales and operations planning (S&OP). Sales and operations planning is a collaborative process that aligns the supply side of an organization with the demand side. Aligning the goals of the different departments eliminates the "silo" mentality and creates a streamlined organization. This streamlined organization works as one team with the goal of meeting the financial expectations set by the executive team. Global sales and operations planning is a process used to match supply and demand throughout the world. To do this effectively, the process must be divided into multiple processes based on the characteristics of the supply chain for the product, the business units within the company, and geography that the business unit is located in.<br>(cont.) When the S&OP process is divided correctly, it allows the executive members of the company to communicate financial expectations to each of the business units, while the individual business units can match the supply and demand characteristics of the product. Vascucorp. is a company that is facing the same problems that many other companies face when trying to implement an S&OP process into their company. This thesis will focus on trying to form a common platform that companies can use to implement a successful global sales and operations planning process.<br>by Christopher Michael Honstain.<br>M.Eng.in Logistics
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Chandrashekar, Sharath, and Vishal Sawalekar. "Forecast and Context Driven Sales & Operations Planning." Thesis, Tekniska Högskolan, Högskolan i Jönköping, JTH, Produktionsutveckling, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-45821.

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Martin, Guillaume. "Contrôle dynamique du Demand Driven Sales and Operations Planning." Thesis, Ecole nationale des Mines d'Albi-Carmaux, 2020. http://www.theses.fr/2020EMAC0010.

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La méthodologie Demand Driven Material Requirements Planning (DDMRP) est caractérisée par l'utilisation de buffers de stock dont le dimensionnement est dynamique et fait appel à plusieurs paramètres. Décider des valeurs pertinentes pour ces paramètres est une étape essentielle pour que la taille des buffers soit adaptée à la demande sans toutefois être trop élevée. Ces travaux de recherche se concentrent sur la mise à jour dynamique de ces paramètres, dans un contexte où la demande varie. Le processus responsable de cette mise à jour est appelé Demand Driven Sales and Operations Planning (DDS&amp;OP). À travers un ensemble d'expériences de simulation par événements discrets, on se propose de comparer le comportement d'un atelier théorique (cas d'école) géré en DDMRP et régi par diverses combinaisons de politiques de paramétrage. Ces politiques ont été tirées de la littérature, mais également d'entretiens réalisés avec des experts du DDMRP. Cet atelier est également soumis à plusieurs types de demandes, de façon à généraliser les conclusions de l'étude. Ces travaux étendent également les expériences à un cas de taille industrielle afin d'évaluer la pertinence et la faisabilité des politiques proposées. Les résultats expérimentaux montrent un intérêt pour le contrôle dynamique de certains des paramètres des ateliers gérés en DDMRP, principalement dans le cas de demandes connaissant de fortes variations. Ils montrent également la possibilité de simplifier la gestion des paramètres en en gardant une partie constante. Enfin, à partir du cas industriel, on envisage la problématique de la nervosité et de la complexité impliquée par le paramétrage dynamique d'ateliers plus complexes<br>The Demand Driven Material Requirements Planning (DDMRP) methodology revolves around the use of inventory buffers. The sizes of these buffers evolve dynamically and need several parameters to do so. Hence, deciding on relevant values for these parameters is a crucial step to make sure that buffers both fit the actual demand and are not needlessly oversized. These research works focus on dynamically updating these parameters in a context where demand may not be stable. The process responsible for such an update is called Demand Driven Sales and Operations Planning (DDS&amp;OP). Thanks to a range of discrete events simulation experiments, we compared the behaviours of a theoretical flow shop under the DDMRP principles with different combinations of dynamical policies for parameter updates. These policies come from both scientific literature and DDMRP experts feedback. In order to reach broader conclusions, we also submitted the flow shop to a range of different demand profiles. This manuscript also challenges theoretical results on an industrial case to test both the relevance and feasibility of the policies. Promising experimental results show that dynamical control of the parameters is suited when demand variation is high. They also hint at the possibility to simplify parameter updates by identifying which of them may be kept contant and in which cases. Lastly, industrial simulations raise the problems of nervousness and complexity for dynamical control of larger cases
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Feng, Yan. "Evaluation of sales and operations planning in a process industry." Thesis, Université Laval, 2010. http://www.theses.ulaval.ca/2010/27515/27515.pdf.

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JANSSON, JONAS, and FREDRIK ÅBERG. "Sales and operations planning in the processindustry : A diagnostic model." Thesis, KTH, Hållbarhet och industriell dynamik, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-156049.

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Increased competition and globalisation has created new opportunities and challenges for supply chain planning. Implementation of sales and operations planning (S&amp;OP) has thus become vital for companies in order to keep up with competition. One way of facilitating the implementation and assessing the current state of an S&amp;OP process is by the use of maturity models. The purpose of this study is to; (1) evaluate S&amp;OP maturity models through comparative  nalysis and application on a company in the process industry, (2) develop a maturity model  uitable for the process industry, (3) suggest a method for using it, and (4) add to the limited number of case studies describing the S&amp;OP process of companies in different industries. The study has been conducted using a qualitative case study methodology. Qualitative data has been collected through semi-structured interviews with 19 employees from different levels and functions of the organisation in order to develop a complete picture of the S&amp;OP process at the case company. The evaluation of current S&amp;OP maturity models in a case study context has generated a maturity model suitable for the process industry and a qualitative method for maturity assessment. The assessment has also resulted in an in-depth analysis and description of the S&amp;OP process of a company in the pulp and paper industry.
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Noroozi, Sayeh. "A Framework for Sales and Operations Planning in Process Industries." Licentiate thesis, Linköpings universitet, Produktionsekonomi, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-106709.

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This thesis studies Sales and Operations Planning (S&amp;OP) in process industries. S&amp;OP is a planning process which has a role of balancing demand and supply at an aggregate level. S&amp;OP has traditionally been considered as a generic process meaning that it is independent from the context of the industry in which it is implemented. Process industries do; however, have specific characteristics which affect their planning and control processes, including S&amp;OP. Therefore, the aim in this thesis is to reconcile these two contradictory stances and furthermore investigate how the specific properties in process industries should be included into an S&amp;OP framework. Such a differentiated framework aims to support process industries to design/implement their S&amp;OP process based on their unique requirements in relation to their markets, products and processes while it also takes into account the specific characteristics regarding the continuous production. Consequently, the process industries would realize the expected benefits from S&amp;OP process to a greater extent. The study starts with a literature review on S&amp;OP in process industries in order to build the knowledge foundation for subsequent studies. The results show that the underlying difference between process industries and discrete industries is the object continuity which affects the selection of production processes including resources. Thus, process industries are often hybrids in the sense that their production processes include both continuous production, when the transformed object (material) is continuous, and discrete production when the object (material) turns into discrete products after the discretization point. In other words, process industries deploy both continuous production and discrete production while discrete industries use only discrete production. The specific characteristics of process industries are actually related to the continuous production part and influence the planning processes as well. As the result of this study, the continuous production characteristics that can affect the S&amp;OP process are identified. In the continuation of the thesis and in order to provide a typology for planning and control purposes, the object type (continuous and discrete) is combined with two other dimensions i.e. mode type (onetime, intermittent and continuous) and driver type (customer order driven and forecast driven) into a planning and control typology. The mode type addresses the repetitivity of the flow and the driver type takes into account the trigger of the flow. Each dimension has a transition point – i.e. the discretization point for the object type, mode interface point for the mode type and customer order decoupling point for the driver type – and represents a hybrid situation since different production environments are required before and after each transition point. The typology aims to illustrate how each dimension affects the planning and control issues as well as how the dimensions are interrelated and how this combination influence the managerial decisions. The typology integrates the concepts from both process industries and discrete industries and thus, is applicable for both. Thereafter the typology is applied to the S&amp;OP process and an integrated framework is suggested based on the three dimensions with specific focus on process industries. In this framework, the effects of hybridities within each dimension and cross-hybridities between the dimensions on the S&amp;OP process are also considered. The importance of hybridities and cross-hybridities lies in the fact that the planning of the hybrid systems is a complex task due to the varying managerial decisions before and after the transition points. Finally, implementation steps for the suggested S&amp;OP framework are outlined for the process industries in order to position themselves in the framework, identify the implementing procedures, and obtain potential benefits based on the differentiated S&amp;OP process.
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Books on the topic "Sales and Operational Planning"

1

Lütke Entrup, Matthias, and Dennis Goetjes. Sales & Operations Planning in der Konsumgüterindustrie. Springer Fachmedien Wiesbaden, 2019. http://dx.doi.org/10.1007/978-3-658-22891-0.

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1953-, Crum Colleen, ed. Enterprise sales and operations planning: Synchronizing demand, supply and resources for peak performance. J. Ross Publishing, 2003.

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Ling, Richard C. Orchestrating success: Improve control of the business with sales & operations planning. Oliver Wight Ltd. Publications, 1988.

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1953-, Crum Colleen, ed. Transition from sales and operations planning to integrated business planning: Moving from fundamental demand and supply balancing to strategic management. Oliver Wight International, 2013.

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Burrows, Robert P. The market-driven supply chain: A revolutionary model for sales and operations planning in the new demand economy. American Management Association, 2012.

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All-in-one business planning guide: How to create cohesive plans for marketing, sales, operations, finance, and cash flow. B. Adams, 1994.

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Office, General Accounting. Small Business Administration: Accounting anomalies and limited operational data make results of loan sales uncertain : report to the Ranking Minority Member,Committee on Small Business and Entrepreneurship, U.S. Senate. GAO, 2003.

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Birmingham (England). Social Services Department. Planning and operational review, 1985. Social Services Department, 1985.

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Kaufman, Roger A. Educational planning: Strategic, tactical, operational. Scarecrow Press, 2002.

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1930-, Herman Jerry John, and Watters Kathi, eds. Educational planning: Strategic, tactical, operational. Scarecrow Press, 2002.

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Book chapters on the topic "Sales and Operational Planning"

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Ganesan, Ramnath. "Sales and Operations Planning." In The Profitable Supply Chain. Apress, 2014. http://dx.doi.org/10.1007/978-1-4842-0526-6_5.

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Lütke Entrup, Matthias, and Dennis Goetjes. "Sales & Operations Planning-Prozess." In Sales & Operations Planning in der Konsumgüterindustrie. Springer Fachmedien Wiesbaden, 2018. http://dx.doi.org/10.1007/978-3-658-22891-0_3.

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Kalcsics, Jörg, Teresa Melo, Stefan Nickel, and Hartmut Gündra. "Planning Sales Territories — A Facility Location Approach." In Operations Research Proceedings 2001. Springer Berlin Heidelberg, 2002. http://dx.doi.org/10.1007/978-3-642-50282-8_18.

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Lütke Entrup, Matthias, and Dennis Goetjes. "Ziele und Nutzen von Sales & Operations Planning." In Sales & Operations Planning in der Konsumgüterindustrie. Springer Fachmedien Wiesbaden, 2018. http://dx.doi.org/10.1007/978-3-658-22891-0_2.

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Lütke Entrup, Matthias, and Dennis Goetjes. "Einleitung." In Sales & Operations Planning in der Konsumgüterindustrie. Springer Fachmedien Wiesbaden, 2018. http://dx.doi.org/10.1007/978-3-658-22891-0_1.

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Lütke Entrup, Matthias, and Dennis Goetjes. "Systemgestützte Absatzplanung." In Sales & Operations Planning in der Konsumgüterindustrie. Springer Fachmedien Wiesbaden, 2018. http://dx.doi.org/10.1007/978-3-658-22891-0_4.

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Lütke Entrup, Matthias, and Dennis Goetjes. "Fazit." In Sales & Operations Planning in der Konsumgüterindustrie. Springer Fachmedien Wiesbaden, 2018. http://dx.doi.org/10.1007/978-3-658-22891-0_5.

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Lütke Entrup, Matthias, and Dennis Goetjes. "Häufige Fragen." In Sales & Operations Planning in der Konsumgüterindustrie. Springer Fachmedien Wiesbaden, 2018. http://dx.doi.org/10.1007/978-3-658-22891-0_6.

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Padilla, Julio A. "An Advanced Analytical Proposal for Sales and Operations Planning." In Engineering Analytics. CRC Press, 2021. http://dx.doi.org/10.1201/9781003137993-12.

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van Dongen, Thijs, and Dave van den Hurck. "Optimization of Sales and Operations Planning at Shell Chemicals Europe." In Operations Research Proceedings 2013. Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-07001-8_64.

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Conference papers on the topic "Sales and Operational Planning"

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Tudorie, Claudia Raluca, and Theodor Borangiu. "Towards great challenge in sales and operation planning." In 2011 IEEE 6th International Conference on Intelligent Data Acquisition and Advanced Computing Systems: Technology and Applications (IDAACS). IEEE, 2011. http://dx.doi.org/10.1109/idaacs.2011.6072760.

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MACHADO, EDUARDO AUGUSTO, LUIZ FELIPE RORIS RODRIGUEZ SCAVARDA DO CARMO, and RODRIGO GOYANNES GUSMÃO CAIADO. "Sustentabilidade em Sales and Operations Planning (S&OP)." In ENEGEP 2020 - Encontro Nacional de Engenharia de Produção. ENEGEP 2020 - Encontro Nacional de Engenharia de Produção, 2020. http://dx.doi.org/10.14488/enegep2020_tn_sto_342_1751_40798.

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"REAL-TIME SALES & OPERATIONS PLANNING WITH CORBA - Linking Demand Management with Production Planning." In 7th International Conference on Enterprise Information Systems. SciTePress - Science and and Technology Publications, 2005. http://dx.doi.org/10.5220/0002528301220129.

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Vidal, Jean, Matthieu Lauras, Jacques Lamothe, and Romain Miclo. "Toward an Aggregate Approach for Supporting Adaptive Sales And Operations Planning." In 2020 IEEE 7th International Conference on Industrial Engineering and Applications (ICIEA). IEEE, 2020. http://dx.doi.org/10.1109/iciea49774.2020.9102060.

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Khan, Tariq S., Mohamed S. Alshehhi, and Lyes Khezzar. "Characterization of Black Powder Found in Sales Gas Pipelines." In ASME 2017 International Mechanical Engineering Congress and Exposition. American Society of Mechanical Engineers, 2017. http://dx.doi.org/10.1115/imece2017-72255.

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Black powder (BP) is a typical contaminant usually found in sales gas pipelines. Its presence may cause major operational and maintenance issues including blockage of sensors and filters, erosion of pipeline bends and compromise the sales gas quality. There has been little known about its composition and sources of formation in the gas pipelines. Understanding its characteristics is considered crucial for appropriate mitigation planning and execution of smooth pipelines operations. Black powder samples collected from sales gas pipelines network of a Middle Eastern gas company are analyzed using scanning electron microscopy with energy dispersive x-ray spectroscopy (SEM-EDX) and x-ray diffraction (XRD) methods for surface analysis and phase identification of the crystalline material. These analyses revealed variation in size distribution and shape of the BP samples. Likewise, most of the BP particles were found agglomerated. EDX analysis of the sample has shown presence of iron as the most abundant element after sulfur. XRD patterns can be indexed with both iron oxides and sulfides suggesting presence of moisture and hydrogen sulfide in the gas.
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Martin, Guillaume, Matthieu Lauras, Pierre Baptiste, Jacques Lamothe, Anthony Fouqu, and Romain Miclo. "Process control and decision-making for Demand Driven Sales and Operations Planning." In 2019 International Conference on Industrial Engineering and Systems Management (IESM). IEEE, 2019. http://dx.doi.org/10.1109/iesm45758.2019.8948077.

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Alfaro Santa Cruz, Alexa Karin, Fanny Helena Valverde Torres, and Carlos Raymundo Ibanez. "Sales and Operation Planning Model to Improve Inventory Management in Peruvian SMEs." In 2019 8th International Conference on Industrial Technology and Management (ICITM). IEEE, 2019. http://dx.doi.org/10.1109/icitm.2019.8710734.

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Wang, J. Z., and P. Y. Hsu. "Advanced sales and operations planning based on integration of physical and financial flows." In EM). IEEE, 2010. http://dx.doi.org/10.1109/ieem.2010.5674428.

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Thomas, Andre, and Samir Lamouri. "New problem with sales, inventories, and operations planning in a supply chain environment." In Intelligent Systems and Smart Manufacturing, edited by Bhaskaran Gopalakrishnan and Angappa Gunasekaran. SPIE, 2000. http://dx.doi.org/10.1117/12.403663.

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Ghrab, Yahya, and Mustapha Sali. "Sales and Operations Planning (S&OP) Performance Under Highly Diversified Mass Production Systems." In the 2019 International Conference. ACM Press, 2019. http://dx.doi.org/10.1145/3335550.3335580.

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Reports on the topic "Sales and Operational Planning"

1

Kuykendall, Anthony N. Operational Level Campaign Planning. Defense Technical Information Center, 1988. http://dx.doi.org/10.21236/ada202125.

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Boule, John R., and II. Operational Planning and Conflict Termination. Defense Technical Information Center, 2002. http://dx.doi.org/10.21236/ada403477.

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Snively, John D. Barbarossa: Planning for Operational Failure. Defense Technical Information Center, 1994. http://dx.doi.org/10.21236/ada279709.

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Boxall, Ronald A. The Future of Surface Combatants in Operational Planning: Operational Overreach? Defense Technical Information Center, 1997. http://dx.doi.org/10.21236/ada325029.

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Palmer, Peter J. Operational Main Effort and Campaign Planning,. Defense Technical Information Center, 1991. http://dx.doi.org/10.21236/ada240254.

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Groen, Jelte R. Systemic Operational Design: Improving Operational Planning for the Netherlands Armed Forces. Defense Technical Information Center, 2006. http://dx.doi.org/10.21236/ada449949.

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Loberg, Gary, and Gerald M. Powell. Acquiring Expertise in Operational Planning: A Beginning. Defense Technical Information Center, 1986. http://dx.doi.org/10.21236/ada396368.

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Preysler, Charles A. MOUT Art: Operational Planning Considerations for MOUT. Defense Technical Information Center, 1995. http://dx.doi.org/10.21236/ada300998.

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Krysa, John C. Operational Planning in the Normandy Campaign 1944. Defense Technical Information Center, 1988. http://dx.doi.org/10.21236/ada195453.

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Young, David L. Operational Planning for Contractors on the Battlefield. Defense Technical Information Center, 1998. http://dx.doi.org/10.21236/ada351638.

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