All companies use some form of sales and operations planning (S&OP) to synchronize market data with production output. But most practice a planning process based on logistics rather than strategy. Taking a more strategic approach, however, the S&OP process can be designed to bring together a company’s marketing, finance, sales, and operations departments to continuously monitor—and meet—customer demand.
enables communication between different departments of the company. Randy Isdahl, supply planning manager for Brown-Forman, puts it this way: One of the biggest benefits is the fact that the process has resulted in an open, unfettered conversation across all our Brown-Forman functional groups … the results are astonishing. As a result of this inclusive conversation, finance members share their perspective in terms of revenues, margins, and working capital; marketing members talk in terms of channels