IMPLEMENTING IBP/S&OP PROCESSES – THE MAIN MISTAKES USING THE EXAMPLE OF A GLOBAL COMPANY

Purpose: For big companies the S&OP Process previously "just" the tool to prepare supply chain for expected volumes is now becoming the tool to deploy strategy.And as such, it is and should not be any longer considered as a "supply chain thing", the process is becoming a core process of the organization.Especially in complex organizations the transparency is very often limited and different parts of the organizations loose connection due to multi-level data aggregation delay in information transmission.The implementation of the S&OP process is yet not easy.The case study described in this paper shows some of the mistakes the companies make on the journey towards the IPB process.Design/methodology/approach: The paper is a case study of an industrial company.The baseline for the paper was documentation of a implementation project done in a global company.Additionally wide literature study on the topic has been conducted. Findings:The conclusions of the case study are in line with the findings presented in the literature.One of main factors leading to not effective S&OP process is lack of high management support and engagement.Research limitations/implications: The case study was based on a global company so the conclusions cannot be applied to other companies.The study uses data from 2021-2023 because the effect of implementation is only visible after 1-3 years on average.Practical implications: The paper can be an inspiration for the people implementing IBP process in a global company.Originality/value: The authors presented in the paper an original handy method to measure the development in the process in the company and draw conclusions on focus areas for the development of the process.Also the methodology of the process implementation is presented with guidelines based on lessons learned from the project.