Sales and operations planning (S&OP) functions live at the tactical level of the planning hierarchy in an environment that synchronizes demand, inventory, and supply plans and considers profit objectives. S&OP has been discussed in multiple forums over the years because of the value it delivers to the organization as whole. In this article you will gain an understanding of key business drivers impacting S&OP processes and the stakeholders who are affected by decisions made as a result. This article will also review how to create a business case to justify an implementation of SAP Integrated Business Planning for Supply Chain (IBP) and factors to consider when selecting a partner to implement SAP IBP.
MEET THE AUTHORS
Venkata Ramana Nethi, Manager IT Build-Run Operations & Quality at Schlumberger, has 20 years of experience including SAP and domain expertise in manufacturing and planning. He joined Cameron in 2010, which was acquired by Schlumberger in 2016, and is responsible for SAP production planning, advanced planning and optimization (APO), and Quality modules including process study, design, implementation, and support in manufacturing and supply chain business transformation solutions. Before joining Schlumberger, Venkata was an SAP production planning consultant at Wipro Technologies, where he led SAP PP implementation and support projects for a global client base. Prior to that, he was manager at VOLTAS manufacturing unit based in India where he was responsible of production planning and shop floor manufacturing processes of refrigerator and commercial cooler products for CPG customers.Venkata has CSCP and CPIM certifications and his expertise ranges from business case analysis to implementation and production support engagements in manufacturing and supply chain planning transformation initiatives. He is also involved in sales and operations planning supported by SAP Integrated Business Planning and the solution’s integration with various systems to support demand and supply planning.