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Journal articles on the topic 'Sales and Operational Planning'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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1

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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3

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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5

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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6

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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7

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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8

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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9

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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10

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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11

Safra, Imen, Aida Jebali, Zied Jemai, Hanen Bouchriha, and Asma Ghaffari. "The beneficial effect of information sharing in the integrated production–distribution planning of textile and apparel supply chain." RAIRO - Operations Research 55, no. 3 (2021): 1171–95. http://dx.doi.org/10.1051/ro/2021038.

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The present paper proposes an integrated production–distribution planning approach for a textile and apparel supply chain. Tactical and operational decisions are considered in the proposed multi-product and multi-period planning problem. Using a rolling horizon, the approach aims at defining optimal quantities to produce, to store and to deliver. The integration consists in coordinating informational flows between producer and retailer. Information sharing will allow the producer to estimate more accurately the future replenishment orders that may happen at the operational level and adjust production capacity requirements accordingly. For this purpose, a two-stage planning approach is devised; the first stage deals with the tactical level while the second stage deals with the operational level. The monthly decisions taken at the tactical planning level are accounted for in the operational planning considering a variable rolling horizon. Moreover, accurate forecasts of future replenishment orders are established based on information sharing and introduced in the operational planning to determine the weekly decisions. Linear programming models are used to build production and distribution plans at the tactical and operational levels. Using real-life data from a textile and apparel Tunisian firm, we show that producer-retailer coordination based on the sharing of current sales information, yields significant cost savings reaching up to 20% of the supply chain cost. These findings can only motivate the partnership between producer and retailer through reliable information sharing in joint tactical-operational and production–distribution planning.

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12

Kopchykova, Inna. "FEATURES OF THE DEFINITION «OPERATIONAL ACTIVITY OF TRADE NETWORKS»." Scientific Bulletin of Mukachevo State University. Series “Economics” 1(13) (2020): 92–96. http://dx.doi.org/10.31339/2313-8114-2020-1(13)-92-96.

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From the formation of effective strategic goals and improvement of operational activities depends on the optimization of production methods, planning the development of new products, changing the cost of production, planning and forecasting sales. The introduction of new areas of operational activity is an effective strategic development. The relevance of the research topic is due to the development of modern formats of trade and the need to implement new solutions for operational management, in terms of improving the effectiveness and quality of basic management functions – planning, organization, management and control. The retail industry is in a constant process of transformation. Economists cannot say how much the new formats will be in demand. Determining the mechanism of functioning of trade networks in Ukraine has not yet been the subject of extensive research, which has a negative impact on the practice of their operation. The article raises the relevance of the concept of operational activity of retail chains as an economic category. The essence of retail operations is considered. The purpose of the article is to study the concept and clarify the economic category «operational activities of the trade network». The main task is to study the nature and components of retail operations, as well as to develop ways to optimize operational management, the main of which are well-developed logistics schemes, electronic sales channels, organization of food halls and food courts, digitalization and personalization, construction of omnichannel communication networks and the consumer, the use of big data to improve customer service. Based on the use of general economic research methods, the approaches of scientists to the interpretation of the concept of "operational activity" are analyzed and systematized. The scientific novelty of the study is to clarify the essence and highlight the most important characteristics of the operational activities of retail in Ukraine. The practical significance lies in the substantiation of the main components of the operational activity of the trade network. Based on the study, it is determined that operating activities in the process of financial and economic activities occupy a basic place, as they are the basis for stimulating the development of entrepreneurial activity. Keywords: means of operational activity, objects of operational activity, operational activity, components of operational activity, trade network.

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13

Affonso, R., F. Marcotte, and B. Grabot. "Sales and operations planning: the supply chain pillar." Production Planning & Control 19, no. 2 (2008): 132–41. http://dx.doi.org/10.1080/09537280801896144.

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14

Márcio Tavares Thomé, Antônio, Luiz Felipe Scavarda, Nicole Suclla Fernandez, and Annibal José Scavarda. "Sales and operations planning and the firm performance." International Journal of Productivity and Performance Management 61, no. 4 (2012): 359–81. http://dx.doi.org/10.1108/17410401211212643.

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15

Santos, Nayara Teixeira, Gisele Tessari Santos, Washington Santos Silva, and Wanyr Romero Ferreira. "A System Dynamics Model for Sales and Operations Planning." International Journal of System Dynamics Applications 9, no. 1 (2020): 1–17. http://dx.doi.org/10.4018/ijsda.2020010101.

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The use of system dynamics techniques to model the sales and operations planning (S&OP), associated with the economic and financial processes, is an innovative proposal. The objectives of this article are to model and simulate the S&OP process integrated with the financial management in a Brazilian lime processing industry, based on the system dynamics approach. Initially, the model was validated. Then, over twenty scenarios were simulated to assess the behavior of the system with its key factors variation. In the microenvironment scenarios, the company's internal perspective was the only element taken into account. In turn, regarding the macro environment scenarios, the basis was the projection of lime consumption related to the country's GDP. The results have genuinely contributed to the industry researched, since the lime processing industry is struggling with obtaining enough supply due to lime acquisition price fluctuations and, consequently, the oscillation of its production costs.

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Grimson, J. Andrew, and David F. Pyke. "Sales and operations planning: an exploratory study and framework." International Journal of Logistics Management 18, no. 3 (2007): 322–46. http://dx.doi.org/10.1108/09574090710835093.

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17

Seeling, Marcelo Xavier, Carlos Eduardo Panitz, and Ricardo Augusto Cassel. "Sales and operations planning: learnings from 15 Brazilian companies." Brazilian Journal of Operations & Production Management 18, no. 3 (2021): e20211135. http://dx.doi.org/10.14488/bjopm.2021.019.

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18

Entringer, Tulio Cremonini, and Ailton da Silva Ferreira. "Proposal for a Reference Model for Sales & Operations Planning and Aggregate Planning." International Journal of Advanced Engineering Research and Science 5, no. 8 (2018): 277–84. http://dx.doi.org/10.22161/ijaers.5.8.34.

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19

Friedli, Thomas, Andreas Felder, and Steffen Mengel. "Sales & Operations Planning als Instrument zur Steuerung globaler Produktionsnetzwerke." ZWF Zeitschrift für wirtschaftlichen Fabrikbetrieb 110, no. 12 (2015): 799–804. http://dx.doi.org/10.3139/104.111442.

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20

Pedroso, Carolina Belotti, and Andrea Lago da Silva. "Dinâmica de implantação do Sales and Operations Planning: principais desafios." Gestão & Produção 22, no. 3 (2015): 662–77. http://dx.doi.org/10.1590/0104-530x1754-14.

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Existem vários desafios que as empresas enfrentam nos dias atuais, dentre eles a necessidade de construir maior sincronia entre demanda e suprimentos. O objetivo deste artigo é caracterizar a dinâmica do processo de S&OP, identificando a motivação, os objetivos, os desafios e os principais resultados obtidos por empresas que já o adotaram no Brasil. Inicialmente realizou-se revisão de literatura e, a seguir, um estudo multicaso em três empresas brasileiras. Dentre as principais motivações, observou-se o alinhamento de informação (previsão de vendas e capacidade e maior conhecimento do mercado) entre as áreas. Dentre os objetivos estavam: melhorar o planejamento, em especial de capacidade, incluindo Vendas no processo. Os principais desafios foram: melhorar a comunicação fragmentada e, construir visibilidade da gestão de capacidade. Como resultado, observou-se melhoria na comunicação, otimização do planejamento de capacidades, maior assertividade na previsão de vendas. A principal contribuição foi identificar que a implementação do S&OP exigirá que desafios diversos sejam enfrentados a fim de que o processo possa oferecer os resultados esperados para a gestão de operações.

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21

Taşkın, Z. Caner, Semra Ağralı, A. Tamer Ünal, Vahdet Belada, and Filiz Gökten-Yılmaz. "Mathematical Programming-Based Sales and Operations Planning at Vestel Electronics." Interfaces 45, no. 4 (2015): 325–40. http://dx.doi.org/10.1287/inte.2015.0793.

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22

Roscoe, Samuel, Nachiappan Subramanian, Romina Prifti, and Lin Wu. "Stakeholder engagement in a sustainable sales and operations planning process." Business Strategy and the Environment 29, no. 8 (2020): 3526–41. http://dx.doi.org/10.1002/bse.2594.

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23

Chen-Ritzo, Ching-Hua, Tom Ervolina, Terry P. Harrison, and Barun Gupta. "Sales and operations planning in systems with order configuration uncertainty." European Journal of Operational Research 205, no. 3 (2010): 604–14. http://dx.doi.org/10.1016/j.ejor.2010.01.029.

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Kristensen, Jesper, and Patrik Jonsson. "Context-based sales and operations planning (S&OP) research." International Journal of Physical Distribution & Logistics Management 48, no. 1 (2018): 19–46. http://dx.doi.org/10.1108/ijpdlm-11-2017-0352.

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Purpose The purpose of this paper is to describe and categorise how current literature contributes to sales and operations planning (S&OP) research on how contextual variables affect S&OP design and to frame future areas for context-based S&OP research. Design/methodology/approach The method used was a systematic literature review. Studies for review were obtained through a keyword search of five relevant databases, manual searches of relevant journals and snowballing of citations in relevant papers. In total, 571 papers published between 2000 and 2017 were assessed, and 68 papers were included in the review. Findings The review found that S&OP design depends on industry, dynamic complexity, detail complexity and organisational characteristics. The findings of the literature review suggest that future research should study the roles of industry, complexity, system and process and organisational characteristics in S&OP design. Research limitations/implications The findings revealed several gaps in the literature on context-dependent S&OP design. To address these gaps, an agenda for future S&OP contingency research is developed. Practical implications The findings revealed which contextual areas and specific S&OP design issues must be considered when designing and implementing S&OP. Originality/value This study focussed on identifying relevant research on S&OP design by analysing the contribution of literature to a research framework inspired by contingency-based research of operations and supply chain management.

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Seeling, Marcelo Xavier, Tobias Kreuter, Luiz Felipe Scavarda, Antônio Márcio Tavares Thomé, and Bernd Hellingrath. "Global sales and operations planning: A multinational manufacturing company perspective." PLOS ONE 16, no. 9 (2021): e0257572. http://dx.doi.org/10.1371/journal.pone.0257572.

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The purpose of this paper is to analyse the global Sales and Operations Planning (S&OP) process and investigate the steps to support consolidated business planning in worldwide operations and large-scale supply chains. The paper conducts a case study at a multinational manufacturing company applying an abductive approach. It combines the deductive logic from theory and the inductive logic from field observation in an attempt to elaborate further on theory on global S&OP. The analysis is structured and guided by a novel framework for global S&OP, which is developed based on the theoretical background and the case study findings. The research findings characterise the S&OP process for global operations and identify challenges related to the need to synchronise the subsidiaries’ S&OP efforts worldwide to deal with different contingencies of these subsidiaries, and to manage and analyse a large amount of information gathered. The research reveals how the subsidiaries’ performance is analysed by top executives along the global S&OP process, feeding strategic initiatives in the organisation and identifying business opportunities like benchmarking among subsidiaries, synergies with other management practices, and global gains. This paper offers a novel investigation of the global steps on S&OP in a real-life setting, offering a well-documented characterisation of the process that goes beyond the traditional local approach. Moreover, it is the first study to reveal challenges and expected outcomes of such a global perspective for S&OP. The theoretical advancements of S&OP research offered herein aid scholars, opening avenues for middle-range theorising, highlighting the cross-disciplinary nature of the domain, and discussing the use of concepts from related disciplines like Economics, Psychology, and Information Systems. The research findings can also assist executives, especially from multinational manufacturers, in their efforts to consolidate global planning.

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Stockton, D. J., and L. Quinn. "Aggregate Production Planning Using Genetic Algorithms." Proceedings of the Institution of Mechanical Engineers, Part B: Journal of Engineering Manufacture 209, no. 3 (1995): 201–9. http://dx.doi.org/10.1243/pime_proc_1995_209_074_02.

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An aggregate plan is a statement of future resources and finished goods inventory levels that must be made available to enable a manufacturing organization to meet its forecast sales demand. The aggregate planning process must enable the strategic business objectives of a manufacturing organization to be quickly converted into short-term operational plans that are economical to implement. This link between strategy and the day-to-day activities of an organization is becoming increasingly important in enabling organizations to cope with the faster rate at which business objectives must be changed in order to remain competitive. This paper initially examines the aggregate planning process and describes the basic tasks involved. Current methods of setting aggregate plans are then compared and the main limitations of such techniques highlighted. Using an aggregate planning example, the paper then explains how genetic algorithms can be used to develop such plans and illustrates how this type of algorithm provides the means by which the limitations of existing aggregate planning techniques can be overcome.

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Kjellsdotter Ivert, Linea, and Patrik Jonsson. "The potential benefits of advanced planning and scheduling systems in sales and operations planning." Industrial Management & Data Systems 110, no. 5 (2010): 659–81. http://dx.doi.org/10.1108/02635571011044713.

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Kjellsdotter Ivert, Linea, and Patrik Jonsson. "When should advanced planning and scheduling systems be used in sales and operations planning?" International Journal of Operations & Production Management 34, no. 10 (2014): 1338–62. http://dx.doi.org/10.1108/ijopm-03-2011-0088.

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Purpose – The purpose of this paper is to explore how the context affects successful use of advanced planning and scheduling (APS) systems in sales and operations planning (S&OP) processes, and how individual, technological, and organizational (ITO) dimensions affect this procedure. Design/methodology/approach – This is a qualitative case study of two APS system-supported S&OP processes. The work aims to generate propositions concerning the relationships among the use of APS system, the context, ITO dimensions, and fulfillment of S&OP aims. Findings – Use of APS systems was especially appropriate in support of S&OP processes in complex planning environments and when S&OP aims were ambitious. ITO dimensions were important influences on successful APS system use in most contexts. APS systems were not considered appropriate when having S&OP processes with ambitious aims and low individual and organizational maturities. Use of APS systems was also inappropriate when the extent of technological maturity was minimal. S&OP processes with ambitious aims, operating within a complex planning environment, are difficult if not impossible to implement without the support of APS systems. Practical implications – The suggestions on when APS systems should be used in different S&OP environments will be useful to companies implementing or about to implement APS systems. Originality/value – APS systems offer great potential if they are effectively used to support S&OP, still the use of APS system in S&OP is unexplored. The paper shows how the context and the ITO dimensions affect the successful use of APS systems in S&OP processes.

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Khayrullin, Rustam Zinnatullovich. "The system for statistical analysis of logistic information." Vestnik MGSU, no. 5 (May 2015): 133–40. http://dx.doi.org/10.22227/1997-0935.2015.5.133-140.

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The current problem for managers in logistic and trading companies is the task of improving the operational business performance and developing the logistics support of sales. The development of logistics sales supposes development and implementation of a set of works for the development of the existing warehouse facilities, including both a detailed description of the work performed, and the timing of their implementation. Logistics engineering of warehouse complex includes such tasks as: determining the number and the types of technological zones, calculation of the required number of loading-unloading places, development of storage structures, development and pre-sales preparation zones, development of specifications of storage types, selection of loading-unloading equipment, detailed planning of warehouse logistics system, creation of architectural-planning decisions, selection of information-processing equipment, etc. The currently used ERP and WMS systems did not allow us to solve the full list of logistics engineering problems. In this regard, the development of specialized software products, taking into account the specifics of warehouse logistics, and subsequent integration of these software with ERP and WMS systems seems to be a current task. In this paper we suggest a system of statistical analysis of logistics information, designed to meet the challenges of logistics engineering and planning. The system is based on the methods of statistical data processing.The proposed specialized software is designed to improve the efficiency of the operating business and the development of logistics support of sales. The system is based on the methods of statistical data processing, the methods of assessment and prediction of logistics performance, the methods for the determination and calculation of the data required for registration, storage and processing of metal products, as well as the methods for planning the reconstruction and development of the existing warehouses. The results of approbation of software for the logistics of designing large warehouses of metal trading companies are given.

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Samouche, Hamza, Abdellah El Barkany, and Ahmed El Khalfi. "A Model of Sales and Operations Planning: Example of Parameters Used and Decision-Making Process in a Japanese Industry." International Journal of Engineering Research in Africa 49 (June 2020): 181–86. http://dx.doi.org/10.4028/www.scientific.net/jera.49.181.

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Many companies are facing a constant need to develop coordination between operational functions to quickly respond to customer requests. Thus, many practitioners are resorting to an established and integrated business management methodology, the Sales and Operations Planning (S&OP). The impact of the S&OP on operational performance was significantly demonstrated in many studies. However, it turns out that the theoretical studies made differ from what is actually applied, in addition to several parameters that are considered in the calculations especially with regard to Japanese industries. So, how is S&OP operated in this industry? What are the different calculation parameters used? and how are the results obtained and analyzed?In this paper, we will first present a short literature review of S&OP and its role and benefits. Then, we present a model of S&OP used in a wire harnesses Japanese industry. The goal is to show first a concrete example, where we present the various parameters considered in the calculations, and then we will explain how the resulting graphs are analyzed by managers and what could be done as corrective actions in case of gap existing.

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Utami, Budi, and Eny Setyariningsih. "Analisis Varians Untuk Mengukur Efisiensi dan Efektifitas Anggaran Perusahaan PG Gempolkrep Tahun 2014 – 2015." PRIVE: Jurnal Riset Akuntansi dan Keuangan 3, no. 2 (2020): 45–58. http://dx.doi.org/10.36815/prive.v3i2.830.

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The budget functions as an aspect of planning and supervision in the company's operational activities. The budget must be able to adjust the plans made for various parts of the company, so that one activity plan will be in harmony with another. Efficiency is the relationship between goods and services produced by an activity and the resources used. An activity is said to be efficient if it is able to produce certain outputs with the lowest possible input or with certain inputs it is able to produce the maximum output (spending well). Meanwhile, effectiveness is the relationship between the output and the goals or objectives that must be achieved. Operational activities are said to be effective if the activity process achieves the final policy goals and objectives (spending wisely). The purpose of this study was to determine the variance of the sales and production budget of PG. Gempolkrep Mojokerto 2014 - 2015 and measures the level of efficiency and effectiveness of PG's sales and production budget. Gempolkrep Mojokerto 2014 - 2015. The analysis method used is analysis of variance. The results of this study contained unfavorable variances in the sales budget for 2014 and 2015. Production budgets for 2014 and 2015 showed favorable variances. The use of the budget for 2014 and 2015 is less than 80% or is in the efficient category. The company's budget performance for 2014 - 2015 is in the range of less than 80% or is in the less effective category.

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Dumetz, Ludwig, Jonathan Gaudreault, Hind Bril El-Haouzi, André Thomas, Nadia Lehoux, and Philippe Marier. "Simulation and Evaluation of Coordination Mechanisms for a Decentralized Lumber Production System with Coproduction." Forest Products Journal 69, no. 4 (2019): 260–71. http://dx.doi.org/10.13073/fpj-d-19-00002.

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Abstract Sawmilling activities in softwood mills (i.e., wood-sawing, drying, and finishing) cannot be efficiently planned at the operational level in a centralized manner because of the complexity of the production process. Sawmills plan their activities in a decentralized manner (although they try to coordinate them). Thus, specific mathematical models have been developed over the years to support planning for each activity. In the literature, these planning models are usually evaluated and tested independently, or connected using heuristics and evaluated for a fixed demand–planning horizon, assuming a known demand for the entire planning period. In this study, we simulate the use of planning models for decentralized sawmill production, but in a context where new orders arrive randomly and replanning is carried out periodically using a rolling horizon. We also simulated and evaluated different coordination mechanisms at the operational level, highlighting that previously published coordination mechanisms for decentralized planning of sawmilling operations may lead to a low order-fill rate when used in such a dynamic environment. We then propose a more advanced push–pull coordination mechanism based on the concept of decoupling point, revealing that this new mechanism may be more appropriate regarding the market characteristics considered in the study, while leading to a sales increase and reduced inventory. Actual numbers vary depending on specific market conditions.

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Kaipia, Riikka, Jan Holmström, Johanna Småros, and Risto Rajala. "Information sharing for sales and operations planning: Contextualized solutions and mechanisms." Journal of Operations Management 52, no. 1 (2017): 15–29. http://dx.doi.org/10.1016/j.jom.2017.04.001.

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Wang, Jun-Zhong, Su-Tzu Hsieh, and Ping-Yu Hsu. "Advanced sales and operations planning framework in a company supply chain." International Journal of Computer Integrated Manufacturing 25, no. 3 (2012): 248–62. http://dx.doi.org/10.1080/0951192x.2011.629683.

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DuHadway, Scott, and David Dreyfus. "A Simulation for Managing Complexity in Sales and Operations Planning Decisions." Decision Sciences Journal of Innovative Education 15, no. 4 (2017): 330–48. http://dx.doi.org/10.1111/dsji.12134.

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Keal, Donald A., and Phil Hebert. "Benefits to blood banks of a sales and operations planning process." Transfusion 50, no. 12pt2 (2010): 2785–87. http://dx.doi.org/10.1111/j.1537-2995.2010.02945.x.

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Darmawan, Agus, Hartanto Wong, and Anders Thorstenson. "Integration of promotion and production decisions in sales and operations planning." International Journal of Production Research 56, no. 12 (2018): 4186–206. http://dx.doi.org/10.1080/00207543.2018.1431418.

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Cedillo, José Mario Valadez, and Juan Carlos Pérez García. "Sales and Operations Planning: A Business Practice to Align Supply Chains." International Journal of Advanced Engineering, Management and Science 5, no. 4 (2019): 250–61. http://dx.doi.org/10.22161/ijaems.5.4.3.

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Maloni, Michael J., and Richard M. Franza. "Applying Sales and Operations Planning to the Metro-Atlanta Water Crisis." Decision Sciences Journal of Innovative Education 7, no. 2 (2009): 505–10. http://dx.doi.org/10.1111/j.1540-4609.2009.00230.x.

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Noroozi, Sayeh, and Joakim Wikner. "Sales and operations planning in the process industry: A literature review." International Journal of Production Economics 188 (June 2017): 139–55. http://dx.doi.org/10.1016/j.ijpe.2017.03.006.

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Hulthén, Hana, Dag Näslund, and Andreas Norrman. "Framework for measuring performance of the sales and operations planning process." International Journal of Physical Distribution & Logistics Management 46, no. 9 (2016): 809–35. http://dx.doi.org/10.1108/ijpdlm-05-2016-0139.

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Purpose The purpose of this paper is to develop a framework for measuring the S&OP process performance. Design/methodology/approach The method used is a multiple case study of five companies from different industries based on data from 12 structured interviews. Findings The main result is a framework to measure the S&OP process. It includes concrete suggestions for organizations when developing measures to increase effectiveness and efficiency of the process. It will also help organizations to standardize measures and to enhance organizational transparency. Our results include measures for every step of the process as well as for the outcome of the process. The authors highlight the importance of cross-functional measures along with measures that focus on how to conduct the process. The framework is founded on a set of criteria on appropriate measures such as comprehensiveness, internal process efficiency, horizontal and vertical integration, internal comparability, and usefulness. The study contributes to performance measurement literature and the S&OP literature. Research limitations/ implications Validation of the framework is desirable in similar as well as other contexts. Implementation challenges should also be investigated. Practical implications The framework provides guidelines in order to measure, analyze and improve the effectiveness and the efficiency of the process. Originality/values This is the first framework for measuring the S&OP process that includes detailed measures for each step of the process, for the outcome of the process as well as how to conduct the process itself.

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Goh, Shao Hung, and Stephen Eldridge. "New product introduction and supplier integration in sales and operations planning." International Journal of Physical Distribution & Logistics Management 45, no. 9/10 (2015): 861–86. http://dx.doi.org/10.1108/ijpdlm-08-2014-0215.

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Purpose – The purpose of this paper is to investigate the implementation and performance benefits of sales and operations planning (S & OP) within organizations in Asia Pacific. Design/methodology/approach – A case study method was used, with two companies selected. The first company had recently commenced S & OP and applied it to facilitate new product introduction, while the second had integrated its supplier into an existing S & OP program. Supply chain performance data were collected and analyzed in the context of an S & OP maturity framework. Findings – Both cases show significant improvements in supply chain performance. In one case, the implementation of a common form of S & OP resulted in a 67 percent reduction in order lead time for newly introduced products. The second case demonstrated a 30 percent reduction in inventory levels and a 52 percent improvement in forecast accuracy through more advanced S & OP processes. Research limitations/implications – This paper studies just two companies and is not intended to be representative of outcomes at all companies implementing S & OP. Further studies are required for a more generalized picture of S & OP implementations in the Asia Pacific region to emerge. Practical implications – The findings illustrate the potential quantitative benefits of adopting S & OP and the circumstances under which these benefits may be achieved. The results are also supportive of the notion of a maturity model for S & OP implementations. Originality/value – This paper strengthens the link between practitioner and academic literature by providing empirical evidence of the benefits of S & OP. Furthermore, the findings are derived from the Asia Pacific region for which there have been few academic studies on S & OP to date.

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Oliva, Rogelio, and Noel Watson. "Cross-functional alignment in supply chain planning: A case study of sales and operations planning." Journal of Operations Management 29, no. 5 (2010): 434–48. http://dx.doi.org/10.1016/j.jom.2010.11.012.

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Wolfshorndl, Diego Aparecido, Mauro Vivaldini, and João Batista De Camargo Junior. "Advanced Planning System as support for Sales and Operation Planning: study in a Brazilian automaker." Global Journal of Flexible Systems Management 21, S1 (2020): 1–13. http://dx.doi.org/10.1007/s40171-020-00236-8.

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Agnetis, A., E. Messina, and M. Pranzo. "Call planning in European pharmaceutical sales force management." IMA Journal of Management Mathematics 21, no. 3 (2009): 267–80. http://dx.doi.org/10.1093/imaman/dpp019.

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Niyonsaba, H. H., J. Höhler, J. Kooistra, H. J. Van der Fels-Klerx, and M. P. M. Meuwissen. "Profitability of insect farms." Journal of Insects as Food and Feed 7, no. 5 (2021): 923–34. http://dx.doi.org/10.3920/jiff2020.0087.

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Despite growing interest from entrepreneurs, knowledge on the profitability of commercial-scale insect production is scarce. Insight into the economic figures of insect production is needed by farmers aiming to start insect farms, by banks seeking to provide financing, and by governments planning policy interventions. This review provides an overview of the profitability and underlying economic figures relating to the production of Hermetia illucens, Alphitobius diaperinus, Tenebrio molitor and Acheta domesticus. To enhance data interpretation, we also provide a brief overview of the global insect sector, with specific attention to farm-level operational practices. Sales prices refer to fresh larvae, dried larvae or larvae meal, whereas operational costs include costs for feed, labour, electricity, water and gas. Operational cost components differ per insect species, and therefore the relevant margins are specified for three insect species. The energy, feed, and labour margin for production of H. illucens ranges from € -798 to 15,576 per tonne of dried larvae. The feed and labour margin for production of T. molitor ranges from € 7,620 to 13,770 per tonne of fresh larvae. For production of A. domesticus the feed margin ranges from € 12,268 to 78,676 per tonne of larvae meal. The margin range for A. diaperinus cannot be estimated, due to a lack of data in the literature. The ranges mainly reflect the differences in sales prices, which are found to heavily depend on the geographical market location, type of market (feed or food) and quantity sold. Major operational costs include feed and labour, with feed costs varying substantially within and between insect species. The economic figures and margins presented in this article provide a foundation for the further development of the insect production sector.

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Bilginer, Özlem, and Feryal Erhun. "Production and Sales Planning in Capacitated New Product Introductions." Production and Operations Management 24, no. 1 (2014): 42–53. http://dx.doi.org/10.1111/poms.12225.

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Meyer, Anne, Katharina Glock, and Frank Radaschewski. "Planning profitable tours for field sales forces: A unified view on sales analytics and mathematical optimization." Omega 105 (December 2021): 102518. http://dx.doi.org/10.1016/j.omega.2021.102518.

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Kocaoglu, Batuhan. "An effective management tool: sales operations planning (S OP) and maturity model." Pressacademia 4, no. 2 (2017): 76–88. http://dx.doi.org/10.17261/pressacademia.2017.453.

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Rota, I. S., and F. B. De Souza. "A proposal for a theory of constraints-based framework in sales and operations planning." Journal of Applied Research and Technology 19, no. 2 (2021): 117–39. http://dx.doi.org/10.22201/icat.24486736e.2021.19.2.1580.

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Research indicates that there is a lack of studies of the application of the concepts and assumptions, their effects, contributions and limitations for long-term planning of the theory of constraints (TOC). In this sense, the purpose of this paper is to understand how TOC can support long-term decision making, especially in the context of sales and operations planning (S&OP) processes. With the intention of identifying proposals which explore TOC application for long-term planning, especially integrating TOC in S&OP processes, a literature review was carried out. Using the findings and the authors' subsequent analysis, a conceptual framework, and a workbook to support decision-making processes within this framework, is proposed. It was possible to identify concepts and methods specific to TOC applications in long-term planning, such as capacity buffer, the concept of red line and the sales and capacity profiles, as well as important differences between the conventional S&OP process and the approach proposed here.

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