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Why is Sales and Operations Planning So Hard? Slide 1 Why is Sales and Operations Planning So Hard? Slide 2 Why is Sales and Operations Planning So Hard? Slide 3 Why is Sales and Operations Planning So Hard? Slide 4 Why is Sales and Operations Planning So Hard? Slide 5 Why is Sales and Operations Planning So Hard? Slide 6 Why is Sales and Operations Planning So Hard? Slide 7 Why is Sales and Operations Planning So Hard? Slide 8 Why is Sales and Operations Planning So Hard? Slide 9 Why is Sales and Operations Planning So Hard? Slide 10 Why is Sales and Operations Planning So Hard? Slide 11 Why is Sales and Operations Planning So Hard? Slide 12 Why is Sales and Operations Planning So Hard? Slide 13 Why is Sales and Operations Planning So Hard? Slide 14 Why is Sales and Operations Planning So Hard? Slide 15 Why is Sales and Operations Planning So Hard? Slide 16 Why is Sales and Operations Planning So Hard? Slide 17 Why is Sales and Operations Planning So Hard? Slide 18 Why is Sales and Operations Planning So Hard? Slide 19 Why is Sales and Operations Planning So Hard? Slide 20 Why is Sales and Operations Planning So Hard? Slide 21 Why is Sales and Operations Planning So Hard? Slide 22 Why is Sales and Operations Planning So Hard? Slide 23 Why is Sales and Operations Planning So Hard? Slide 24 Why is Sales and Operations Planning So Hard? Slide 25 Why is Sales and Operations Planning So Hard? Slide 26 Why is Sales and Operations Planning So Hard? Slide 27 Why is Sales and Operations Planning So Hard? Slide 28 Why is Sales and Operations Planning So Hard? Slide 29 Why is Sales and Operations Planning So Hard? Slide 30 Why is Sales and Operations Planning So Hard? Slide 31 Why is Sales and Operations Planning So Hard? Slide 32 Why is Sales and Operations Planning So Hard? Slide 33 Why is Sales and Operations Planning So Hard? Slide 34
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Why is Sales and Operations Planning So Hard?

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Sales and Operations Planning processes are not a panacea. Just because an organization has a process, does not automatically mean that the company will drive value.

In the past decade, company progress moved backwards with fewer and fewer companies believing that they are successful. The reasons? Lack of definition of supply chain excellence, the need for design, clear delineation of governance, clarity of the role of the financial budget and the organizational tension in reconciliation with the market, and the lack of organizational alignment.

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Sales and Operations Planning processes are not a panacea. Just because an organization has a process, does not automatically mean that the company will drive value. In the past decade, company progress moved backwards with fewer and fewer companies believing that they are successful. The reasons? Lack of definition of supply chain excellence, the need for design, clear delineation of governance, clarity of the role of the financial budget and the organizational tension in reconciliation with the market, and the lack of organizational alignment.

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