S&OP maturity comes prior to advance planning software

PAPER PRESENTED AT SAPICS 38TH ANNUAL CONFERENCE AND EXHIBITION 12 – 14 JUNE 2016, SUN CITY, SOUTH AFRICA
© SAPICS 2016, www.sapics.org.za ISBN 978-0-620-64684-0 PAGE 1
S&OP Maturity Comes Prior to Advance Planning Software
STEVEN HAINEY CPSM, CPIM, CPF, MCIPS, C.P.M.
Overview - S&OP Maturity Comes Prior to Advance Planning Software
With the majority of companies stuck in the early stages of S&OP maturity and struggling to move
forward, this white paper will cover why implementing advance planning software for their ERP systems
is not always the best next step. It will shed light on the different stages of the S&OP maturity journey,
the key requirements for those stages, and methods to overcome the major hurdles for each one.
When companies are in the first stages of S&OP maturity, the existing culture and processes frequently
limit advancements more than a company’s technology and software. The write up will address the
appropriate stage to install the advance planning software which is typically required to move into the
higher maturity levels.
Returns From Progressing S&OP Maturity
It has been shown many times over within companies large and small that progressing S&OP
maturity has substantial financial returns. These returns are typically seen in the following areas and
many more:
• Improve customer service levels by 1–5% [1]
• Increase inventory turns by 5–25% [1]
• Shorten lead-times by 5–25% [1]
• Reduce direct labor and distribution spend by 5–25% [1]
Even with these types of financial returns, companies continue to have
difficulties in advancing their S&OP maturity. Some will spend significant
amounts of money on technology without first investing in their people
through training or addressing existing business processes which adversely
impact other areas. As companies continue to grow in size and complexity
through mergers and acquisitions, identifying and improving these shortfalls
become more difficult. What kind of money could your company realize by
progressing S&OP maturity?
What’s Needed to Advance S&OP Results
Since Sales & Operations planning (S&OP) was
introduced in 1987, most global companies large and
small have been stuck in the early stages of maturity
struggling to move forward. With extensive amounts
of internal resources spent, consultants hired, and
advanced 3rd
party software installed without
substantial progress, many are asking, “What’s needed
to advance our S&OP results?”
Only three elements need to be reviewed to determine which areas are holding back substantial
improvements to S&OP maturity. They are the same ones many business people can easily recite;
people, processes, and technology. Unfortunately, the majority of companies have at least one of
these three elements anchored in the first two maturity stages limiting their success and
advancements in S&OP.

S&OP MATURITY COMES PRIOR TO ADVANCE PLANNING SOFTWARE
A recent 2016 global survey asked, “What’s your
Company’s largest limiting element?” The most limiting
element was shown to be people with 48% of the
responses (Leadership support, other functional areas
participation & collaboration, and skill sets of team
members), then processes with 29% (Lack of business
tactical and/or system process definition and control), and
lastly technology with only 23% (Insufficiency system
capabilities and/or reporting to support process). This
ranking was consistently seen across large Fortune 100
Corporations and smaller companies throughout all major industries. The data highlights that for
most companies today, there are still many internal barriers in place between senior management,
the tactical team members, and the cross-functional areas that are holding back organizations from
their full potential.
S&OP Maturity Stages & Attributes
There are four different stages to S&OP maturity and progressing through each step will require
improvements to the people, process, and technology elements. These stages and their
characteristics are listed below:
1) Reactive Engagement – Demand/Supply Responsive Execution
2) Speculative Scheduling – Demand/Supply Independent Judgement
3) Collaborative Planning – Cross-functional Partnership
4) Proactive Foresight – Continuous Evaluation for Business Advancement
The progress between each of these stages for each element is typically a gradual advancement
being versions of gray and not a clear-cut black and white step change from one stage to the next.
Movement across these stages are usually done in years and not months. Even with senior
management’s involvement, some functional areas and sites may move quicker than others to
embrace these cultural changes.
The processes and technology elements can be separated into two different groupings: internal and
external. This is due to internal processes and technology typically advancing much faster than the
external ones during the maturity journey. A company’s current maturity level for these attributes
internally can be very different from the external ones for the same business. For example, a
company’s internal technology for a business may be at a Stage 3) Collaborative Planning with one
set of numbers and automated tools while at the same time its external technology could be at
Stage 1) Reactive Engagement with no consideration of external data collection at that time.
It also needs to be noted that even though all companies should strive for Stage 3) Collaborative
Planning, Stage 4) Proactive Foresight may not align with some organizations’ strategies for all of
their elements. It will depend if their business approach is one of a change leader, follower, or
laggard, along with the type of industry it’s operating within. A single site organization within a
stable industry will have very different objectives to another one which is a change leader within the
technology industry.

Internal Attributes
The internal attributes focus on how well the people, processes, and technology for that business
unit work together in advancing their collaborative business planning as well as the company’s
growth. These attributes do not take into consideration the interactions with customers, suppliers,
or their data sources.
1) Reactive Engagement
 People – There are limited interactions and communications within the organization. This
goes vertically where the objectives from senior management are not getting down to the
individuals tactically executing the plans, and horizontally where functional areas have
different and sometimes conflicting objectives. If you ask five individuals from unique areas
what the business’s top objectives are, you will get five different answers from each of them.
 Processes – Business and system processes are developed for single areas without reviewing
the impacts to other departments or companywide procedures. The processes are focused
primarily on the demand/supply quantity responsive execution with limited forward
planning being completed with the other areas or sites. At this stage, there are usually
conflicting goals, groups blaming each other for what’s going wrong, and individuals focusing
on the execution of the new information they just learned in the short-term. There are not
regularly scheduled meetings aligning with the business’s tactical planning timetable.
 Technology – Numerous manual standalone systems, data sets, unit of measures, and
reports outside the company’s planning system of record. These practices cause debates on
which figures should be utilized for the planning purposes, ways to measure key
performance indicator (KPI) values, and how the functions are performing against each of
them with the areas calculating them differently.
2) Speculative Scheduling
 People – Members are frustrated with the firefighting in stage one along with the associated
costs for their area. Due to this, they begin to speculate senior management and/or other
areas’ needs through their high level communications and assumptions on these matters.
When talking to individuals within the different areas, you’ll hear a lot of “I think they are
going to…” or “I believe their goal is…”. The difficulties and additional costs show up when
these assumptions are not correct.
 Processes – Senior management is not involved in the process unless there is a major
problem occurring. Single functional areas and sites are focusing on how “they” are going to
improve “their” KPIs, goals, and reduce costs through speculating what the other areas may
do. There is usually one department creating decks and presenting the figures not only for
their area but also the information for other functions and sites. A great deal of the time
spent in S&OP meetings is debating who caused the problems in the past and arguing why
the future plans being discussed are not accurate. Illustrations of this may be seen when
senior management commits to targets not obtainable when known by the subject experts,
promotions are done on materials that are not on-hand, inventory is built for business not
pursued or obtained, customer commitments are given on deliveries that are not possible,
or the supply chain/operations areas completing a large capital investment for recent
demand growth without confirming it will continue.

 Technology – More resources are putting into developing “their” own reports and tools to
show the issues seen in the past were not caused by “them”. The workload required to
support this introduces some limited automated ad hoc tools or basic third party systems.
3) Collaborative Planning
 People – Senior management, functional areas and different locations begin to inquire what
“we can do together” to achieve the top business objectives. Individuals are no longer
placing their personal, departmental or single site goals above those of the company.
Stronger cross-functional and site partnerships develop when blaming others goes away, and
individuals focus on what needs to be done across all areas to resolve issues. Organizations
move to a “we succeed or fail together mindset” openly sharing information vertically and
bilaterally to support other areas. Senior management is actively involved to confirm
everyone is working together towards the appropriate objectives holding individuals
accountable for deliverables, removing barriers, and assisting in the cross-functional
impasses when they arise.
 Processes – Senior management and all functional areas are involved in at least one
component of the S&OP processes which may be the Executive Meeting to confirm
alignment and contributions from each. Key stakeholders bringing information to present for
the sections in which they lead to achieve the company’s objectives. Processes focus on
much more than demand/supply quantity balancing. They are now honing in on matters
that will give them a competitive advantage in achieving the company’s top objectives.
You’ll also see them move to a “one set of numbers” philosophy for goals, reporting,
strategic objectives, and the tactical plans to reach them.
 Technology – In stage three, standardize reports and tools are implemented so different
areas and sites are going to the same data set to get the identical figures. The automation
and efficiency of the tools increase where users can review historical data at numerous
dimensions to find trends over time for developing future plans and improvement
opportunities. Organizations also begin installing tools which permit “what if?” capabilities
to be able to see the potential consequences if a large customer is picked up or lost,
additional production shift is added or remove, etc. In addition, there is “mass updating”
capabilities on the parameters to effectively modify the information within the planning
system of record.
4) Proactive Foresight
 People – The organization’s members are proactively challenging themselves, senior
management, and their team members to collectively progress the company in areas that
may be beyond those defined in their objectives. Individuals work together examining the
overall business culture, environment, business processes, and technology to realize new
opportunities not defined or considered previously.
 Processes – Developing integrated practices that proactively incorporate future
opportunities for the company’s long-term growth plans. Senior management and cross-
functional teams are always challenging the current business staffing skill sets, resources,
processes and systems to question if what’s in place currently will contribute to the long-
term organizational objectives or hinder them if they would occur faster than originally
anticipated.

 Technology – There is best in class software packages with fully integrated data for all
functional areas and sites to contribute to the long-term organizational objectives. The
planning system has advanced technical capabilities with appropriate skillsets and business
processes to support them. Response time for exceptions to developed S&OP plans are real-
time and a large proportion of the plan’s adjustments will be managed by the system
through pre-defined rule based parameters. The data on these demand, supply, cost, and
other adjustments are collected to be reviewed to determine if there are repeating or
trending patterns where parameters can be automatically adjusted with minimal human
effort involved.
External Attributes – Customer, Supplier & Market Data
Companies should first focus on their internal attributes prior to the external ones. This is due to the
internal attributes potentially limiting the external improvements when in the early stages.
Advancements may also be constrained by the processes and technical abilities of their key customers
and suppliers. Organizations should get their internal elements in control initially so they may be able to
correctly define their requirements with their external business partners. This will give them the ability
to progress through the collaborative planning aspects together.
1) Reactive Engagement:
 Processes – Minimal to no regularly scheduled processes to share or obtain business
planning information with key customers, suppliers, or other market data to incorporate
within the S&OP internal business planning.
 Technology – No electronic data sharing methods with key customers, suppliers or other
market data. Everything is high level conversations which do not drive specific actions or
decisions.
2) Speculative Scheduling
 Processes – Having very high level conversations with their largest customers and suppliers
but not going into enough detail at the correct time. Conference calls may be scheduled
days prior to quarter-end or after a product is already developed with limited time for the
company to manage changes to the plans cost effectively. With the infrequent and limited
information, businesses start estimating how the changes at their major customers and
suppliers along with other external factors like competitive changes, domestic or global
economic movements, weather impacts, and commodity pricing trends may impact the
internal business planning processes and objectives.
 Technology – Begin to receive some customer, supplier, and other market data. The data is
reviewed by the functional areas and manually incorporated into the internal planning
processes. This is done through high level assumptions on how the external information
may influence the company’s internal plans.
3) Collaborative Planning
 Processes – The external and internal processes are aligned on actions and information to
drive towards achieving the organization’s goals. There are formal processes established
with defined responsibilities which both the internal individuals and external customer and
suppliers are held accountable to fulfill their actions.

 Technology – Transfer of customer, supplier, and other market information is integrated
into the internal planning processes and systems. The data is incorporated into the internal
processes automatically with minimal or no human requirements.
4) Proactive Foresight
 Processes – Formal processes to incorporate customers, suppliers, and market intelligence
within the S&OP infrastructure. The company is working in unity with their major customers
and suppliers to be “in the boat rowing together towards the common goals”. The
business’s internal trends and KPIs for the key objectives are benchmarked against the
market and largest competitors during every S&OP cycle.
 Technology – Fully integrated data for the company with real-time feeds to have greater
agility and response time to demand, supply, cost, material movement, and market trend
changes for the end-to-end supply chain. This would incorporate the major data sets from
the final consumer through the multiple supplier tiers through cloud computing, the internet
of things (loT), pervasive analytics through social media, and trackable devices.
Top Requirement to Advance S&OP Maturity
The 2016 survey highlights the dramatic differences when
organizations have a senior management team that
understands and supports their S&OP elements. Participants
in the survey were asked to rate them as one of the following
on their senior management’s understanding and support:
Weak – Limited to no understanding and/or support. Feels
it’s a lower level tactical responsibility having limited to no
involvement, Medium – Some understanding but can’t
clearly define roles and/or expectations. Occasionally attends
meetings, or Strong – Very knowledgeable and actively
engaged to break down barriers and hold members accountable. The respondents also were requested
to assess their company’s progress over the last 1 to 3 years as Some decline – Process is not working
and seen through slipping KPIs, Stagnate – Not seeing noticeable improvement from process, Some
progress – Minor advancements in selected areas, or Dramatic progress – Improvements seen in
profitability, revenue, and other tracked
KPIs.
As reflected in the survey results, company
performance differences for senior
management teams who have strong S&OP
knowledge is involved of “Dramatic Progress
– 31% versus Decline/Stagnate – 3%”
compared to “Dramatic Progress – 13%
versus Decline/Stagnate – 32%” for those
who don’t is substantial! Historical cultural practices are the biggest barriers for companies to progress
through the S&OP maturity stages. Without their involvement, it can cause additional non-productive
conflict and controversy between the functions and sites with soloed processes and conflicting
directions from their functional management and the S&OP facilitator.

Advantages of Senior Management S&OP Knowledge and Involvement
In today’s very competitive and dynamic environment, all companies are faced with many strategic and
tactical changes throughout the year. The current year’s annual operating plan (AOP) that was created
12 to 21 months earlier will always have lower level changes since developed to be able to achieve the
company’s top objectives. With this occurring, a number of future AOP functional, site, and business
plans need to be adjusted to accommodate the discrepancies and market changes that have occurred
prior to that S&OP cycle. The primary individual that has both the visibility and authority to modify the
upcoming monthly targets to have them embraced by the different groups is the Business Unit Leader.
When there are variances mid-year against its AOP targets which frequently happen, the Business Unit
Leader with the assistance of their senior management and S&OP Team need to modify the future
monthly objectives from the latest information to
continuously re-balance the latest internal and
external plans to achieve the organization’s full year
objectives. In maturity stages 3 and 4, the S&OP
business process is utilized to confirm everyone is
“in the boat and rowing in the correct direction
together”. Without this in place, the functional
areas, sites, customers, and suppliers are not aware
of the required upcoming changes reducing the
probability of them being hit and/or driving up the
costs to realize them with some areas making
incorrect decisions due to this misalignment.
Focal Points in the Early Stages of S&OP
Early stage companies need to start with the basics to progress S&OP maturity. Here are the areas
where early stage companies should focus their efforts:
 People
 Senior Management: It is critical to have senior management engaged in the S&OP process.
Advocate for their participation and help them understand the benefits of the process.
 Company Culture: The culture of a company can hold back progress. The culture needs to allow
open discussion of issues and should be focused on making data-driven decisions.
 Training and Development: continuously educate and challenge S&OP teams to contribute to
the company’s top objectives.
 Accountability: Hold all sites, departments, and individuals accountable for S&OP deliverables.
 Processes
 Goals: Work with managers to align cross-functional goals.
 Process Standardization: Implement SOPs across functions and sites to ensure a consistent
S&OP process across all areas of the business. On the technology side, ensure that there is
alignment on how to enter business transactions, field definitions, and how to process the data.
 Technology
 Single System of Record: Utilize one system of record. Multiple systems make it harder to have
accurate and up-to-date information available. Strive for a one set of numbers philosophy.
 Analytics: Use tools that are readily available to start analyzing system data. This could include
Microsoft Excel or other software that has already been purchased. Based on survey results,
applying analytics at any maturity level can allow for dramatic improvement in the S&OP
process.

 Automation: Use system functionality and automation speed up analytic process and improve
data integrity.
Processes – Timing for Advance Planning Software?
Installing new advance planning software systems on top of Enterprise resource planning (ERP) systems
should be done in Stage 3 and Stage 4. Implementing the software is always challenging, but companies
at this maturity level will have the foundation and understanding of business requirements needed to
select the correct software and internal resource knowledge to support the install.
Pros of Waiting to Stage 3 Prior to Purchasing
S&OP processes will develop new technology
requirements as they progress through the
maturity stages. With a wide variety of
software and tools available, many companies
see them as a silver bullet for the challenges
they face in S&OP. However, the thought that
these systems are plug-n-play for any ERP
system could not be further from the truth.
Third party software requires a strong foundation that is developed through the S&OP maturity process.
Progressing S&OP maturity drives improvements in system training, data integrity, and business
processes. All three of these elements will impact the success of a third party software system. It’s
important to realize that making improvements in these three areas happens over time. Focusing on
S&OP prior to purchasing software will also help prioritize which area would benefit most from a
technology upgrade and choosing the best system for the business’s needs.
The strong foundation created by a mature S&OP process will make or break a third party software
upgrade. Keep in mind the saying “garbage in, garbage out” when thinking about these software
systems because they are only as good as the data you put into it. This is why bad business processes
and poor data integrity will adversely affect any software upgrade. More resources will have to be put
into correcting these issues and they will have to be corrected immediately rather than over time.
Cons of Purchasing Prior to Stage 3
Companies should evaluate their current S&OP maturity level prior to installing third party software.
Level 1 and Level 2 maturity stages do not have the foundation needed to support advanced software.
Companies at these levels will likely struggle with implementation and the ongoing maintenance of the
software. Companies at these first two levels should instead work on developing internal analytic tools
to drive S&OP improvements.
Many of these third party systems have high costs and require a lot of effort to get started. It’s common
for consultants or specialists to assist in setting up the software. Much of this time and money can be
saved if your S&OP maturity is at the right level.
Progressing S&OP processes are part of a long journey and selecting third party software is just one part
of the journey. Substantial improvements can only be made if the people, processes, and technology
progress together.
Reasons to Strive for Stage 4
Over the last ten years the global competitive landscape has gotten more aggressive and this trend
will continue based off the expanding expectations of our customers and investors. Every company is
required to do more with less. Many organizations resistant to technical changes in the
collaborative planning process are focusing their teams on working harder and not always smarter

to try to keep up. This will cause their supply chain performances to plateau while limiting
themselves to their competitors who don’t. The largest industry disruptors over the last decade has
been driven by new tech savey companies who have embraced these types of advancements.
Companies who’ve vigorously pursued technogy in Stage 4 include Amazon, Uber, Netflix, YouTube,
and many more that have amazed their industries of what can be done over such a short time
period. Here’s what is driving companies into Stage 4:
• Customer Changes: Everyone’s customer continues to
demand deliveries quicker, with more customized options
and smaller lot sizes with an overall lower total cost. The
pace in which this is being seen is increasing significantly with
the growth of online purchases of single unit packages
needing to be delivered to the end customer being to be
measured in hours and no longer days.
• Volume of Data: Due to changes in the above requirements,
companies are managing more SKUs, distribution sites,
product movements, and transactions than ever seen prior by
a single organization.
• Variety of Data Sources: Collaborative business planning data is coming from more external
sources than ever before. With community cloud computing, relational ERP databases
requiring the systems’ unique SKU, customer, supplier, and other company identifiers
typically not available from their external sources is limiting companies to easily enter this
new environment. Businesses need to challenge their teams to develop methods to link this
unstructured external data to the internal planning records within their ERP systems.
• Velocity of Change: The velocity of changes in technology and its data requirements
continues to substantially intensify every year. Business data that’s needed to manage its
end-to-end supply chain is estimated to be doubling every 2 years. This means the skillsets
of the people, types of business processes and kinds of technical tools utilized will need to
change faster than ever before. If they don’t, they will not be able to keep up with their
competitors who adopt these technical changes.
Effects of Artificial Intelligence in Stage 4
Presently the majority of companies don’t utilize the full functionality of their
automated ERP scheduling options. This is usually due to a lack of confidence in
their system’s figurations, business processes, data integrity, and staff’s
knowledge of them more than the systems’ capabilities. With this current
situation and the perceived costs of artificial intelligence (AI) most companies
cannot see the use of this application for supply chain planning within the near future.
This can’t be farther from the truth with the present advancements of
technology! Today for free on your smartphone, you can get the game of chess,
GPS navigation and many more additional apps with AI. The game of chess is
very strategic and has around 140 million different combinations of moves and
positions for the 32 pieces on the board. It’s interesting to think about the
opportunities for our field when considering most people cannot beat these
programs when in single player against their advance modes. There are also free
GPS navigation apps available with options for fastest, shortest distance, or

cheapest with them avoiding tolls roads. To take this to the next level these apps also include real-time
updates with user supplying information on things like accidents, police speed traps, road construction,
and gas prices.
How long will it be before it is common for most organizations to have this type of functionality within
their planning systems to have professionals from outside their company supplying real-time
information on port backups, railroad service delays, supplier backlogs, and market changes? With
these types of data, your planning system will review all its inventory balances and supply options
across the globe in seconds to create new rule based learning plans to optimize service levels along
with the associated costs to improve them. It is known and widely published that companies like
Amazon, Google, Netflix, Facebook, and many more are using big data from their customers, suppliers,
social media, and other industry sources for their business planning processes. This information is being
utilized by their systems to learn real-time trends and patterns on things like customers’ interests,
competitive pricing, and suppliers’ performances to automatically adjust its planning parameters
without human intervention. When thinking about this, where is your company’s progress in AI to
defend its self against these potential technical disruptions over the next five to ten years? With a
number of companies already using this type of external collaborative planning, will it be your company
or one of its competitors who start realizing these customer service and cost advantages first?
Journey on Advancing S&OP Maturity
During every company’s progression through the S&OP stages, there will
be unforeseen obstacles. It will never be an easy straight path without
unpredicted interior and/or exterior barriers along the way.
 Engage Senior Management: Work with an internal senior
management sponsor or external knowledge expert to educate the
competitive advantages of a fully integrated mature S&OP
collaborative process. The S&OP meetings’ focused areas and KPIs
must be aligned with the company’s top objectives or it will be an
uphill battle to get support and participation for its requirements from
other areas.
 Transform Cultural Practices: Determine the largest cultural barriers to quantify their limitations
and define how the new S&OP methods will drive quicker progress to the company’s top objectives.
Where possible, stay away from high level opinions and focus on information from the company’s
financial/planning system of record. S&OP figures and reports need to tie out with the financial
ones to confirm time isn’t wasted on the debating if the values are correct versus how to progress
the company’s performance.
 Improve ERP Data and Business Methods: The ERP system along with its data is the “system of
record” for all the different functional areas. Organizations must challenge themselves to
continuously upgrade the data, functionality utilized, and business processes done within them.
The ERP system and its dataset will be the source for purchased advanced planning software and its
condition will have a large influence on the implementation success of them.
 Enhance available Analytical Tools & Reports: With the ever growing amount of data and all
companies doing more with less, organizations have to find efficient methods to review data
integrity, create KPIs, and supply action reports. This may begin with Microsoft Excel and Access
but needs to eventually progress to automated processes which are integrated with their ERP
system.
 Review and Select Third-Party Software: After working through the above areas to move them to
Stage 3 for the Internal or External Attributes, organization should have knowledgeable team

members with a strong understanding of what types of current technology gaps are presented that
are limiting the company in achieving its top objectives. With this cross-functional awareness, the
team can define their requirements to select the correct software provider and consulting firm if
required.
 Apply a Kaizen Mindset to always strive for improvement: Senior management and the balance of
the team must never become complacent on the existing knowledge and skill sets of their
members, inadequacies of the present business processes, or limitations of the current technology.
If this would happen, the competition will surpass them on this journey.
Resources to Progress S&OP Maturity
To remain competitive in today’s market place, organizations
must continue to develop their people, processes, and
technology through both group and individual training.
 Third Party Training: It is helpful to continuously train
senior management and team members from the
different functional areas on S&OP best practices and
the latest trends. Depending on your company’s S&OP
maturity level, this can be done through SAPICS, APICS,
IBF, and other professional organizations. When company’s progress become stagnate for a
lengthy time period, it can be very beneficial to bring in a consultant to give the group training
on how to overcome the barriers to move forward in its maturity journey.
 2016 S&OP Benchmarking Survey: Fully anonymous survey that has received responses from 6
of the 7 continents across the globe. 2016 S&OP/SIOP/IBF Benchmarking Survey
 LinkedIn S&OP Groups: To have a place for business professionals like yourself to network with
hundreds of other individuals facing similar situations on S&OP/SIOP/IBP a LinkedIn Group call
Advancing S&OP/SIOP/ IBP through Collaboration and Analytics was created by Steven Hainey.
This site/message board can be utilized as a place to ask questions and share recent related
posts on this subject matter.
 Web Sites & Pod Cast: There are many good supply chain websites to review and pod cast to
listen to which cover these types of materials. Here’s a short listing of some of them:
o Web Site: The Ten Must-Read Supply Chain Blogs of 2016 and Beet Fusion – Superfood
for the supply chain global community by Lora Cecere.
o Podcasts: Supply Chain Radio interviews with Mick Jones of Lenovo and Straight Talk
Supply Chain Insights with Lora Cecere. Available on most smartphone podcast apps.
Speaker Profile – Steven Hainey CPSM, CPIM, CPF, MCIPS, C.P.M.
International speaker who has over 20 years’ experience in global multi-site supply
chain planning for Fortune 100 & 500 manufacturing companies of retail
consumable goods, chemical materials, and medical device products. He has also
led numerous S&OP implementation and enhancement projects throughout his
career. Currently as the Director of Supply Chain for Jarden Applied Materials, he
oversees the S&OP, production planning, procurement, warehousing, and logistics
for servicing big box retailers including Walmart, Lowe’s, The Home Depot, etc.
In Honeywell Fluorine Products’ senior global supply chain position, he was accountable for all
inventory planning elements including the business’s S&OP processes for their chemical plants,
blending facilities, and distribution centers in 7 countries across the world. He led Fluorine Products

to be Honeywell PMT’s first BU to achieve an internal audit of "Green" for S&OP tools and reporting
after installing SAP’s Advanced Planning and Optimization (APO) module.
Contact details
Email address: shainey36@msn.com
LinkedIn Profile: https://www.linkedin.com/in/stevenhainey
Twitter Handle: @steven_hainey

References
1. Dogan, C.A., Gjendem, F.H., & Rodysill, J. (2013). Fueling Supply Chain Transformation / APICS
Big Data Folio: Exploring the Big Revolution, APICS The Association for Operations
Management ©, pp 21.

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S&OP maturity comes prior to advance planning software