Advertisement

Sales and Operations Planning Application: A Case Study in Brazil

  • Marcelo Xavier SeelingEmail author
  • Luiz Felipe Scavarda
  • Antônio Márcio Tavares Thomé
  • Bernd Hellingrath
Conference paper
Part of the Springer Proceedings in Business and Economics book series (SPBE)

Abstract

This paper addresses a research–practice gap in the sales and operations planning (S&OP) literature by offering the main lessons learnt from a case study. Findings indicate that S&OP has been key to manage the enterprise’s complexity and to align internal efforts toward its goals with a positive impact on performance.

Keywords

Supply chain management Supply planning Packaged consumer goods 

Notes

Acknowledgements

This research work was supported by the Coordenação de Aperfeiçoamento de Pessoal de Nível Superior— Brasil (CAPES) under Finance Code 001 and Grant Number 88881.198822/2018e01, Deutscher Akademischer Austauschdients; the Alexander von Humboldt Foundation—AvH under Grant (BEX8221/14-6); the Brazilian National Council for Scientific and Technological Development (CNPq) under Grant Numbers 3131812014-4, 401522/2014-8, 304931/2016-0, 404682/2016-2 and 311757/2018-9; and the Carlos Chagas Filho Foundation for Research Support of the State of Rio de Janeiro (FAPERJ) under Grant number E-26/203.252/2017.

References

  1. 1.
    Ambrose, S.C., Rutherford, B.N.: Sales and operations planning (S&OP): a group effectiveness approach. Acad. Mark. Stud. J. 20(2), 36 (2016)Google Scholar
  2. 2.
    Cecere, L.: S&OP in consumer products: answers to the 7 most common questions. AMR Res., Boston (2006)Google Scholar
  3. 3.
    Cecere L., Barret J. and Mooraj, H.: Sales and Operations Planning: Transformation from Tradition. Industry Value Chain Strategies, AMR Research, Boston (2009)Google Scholar
  4. 4.
    Cox, J.F., Blackstone, J.H.: APICS Dictionary, 10th edn. APICS, Alexandria (2002)Google Scholar
  5. 5.
    Feng, Y., D’Amours, S., Beauregard, R.: The value of sales and operations planning in oriented strand board industry with make-to-order manufacturing system: cross functional integration under deterministic demand and spot market recourse. Int. J. Prod. Econ. 115(1), 189–209 (2008)CrossRefGoogle Scholar
  6. 6.
    Grimson, J.A., Pyke, D.F.: Sales and operations planning: an exploratory study and framework. Int. J. Logistics Manage. 18(3), 322–346 (2007)CrossRefGoogle Scholar
  7. 7.
    Goh, S.H., Eldridge, S.: New product introduction and supplier integration in sales and operations planning. Int. J. Phys. Distrib. Logistics Manage. 45(9/10), 861–886 (2015)CrossRefGoogle Scholar
  8. 8.
    Hulthén, H., Hulthén, H., Näslund, D., Näslund, D., Norrman, A., Norrman, A.: Framework for measuring performance of the sales and operations planning process. Int. J. Phys. Distrib. Logistics Manage. 46(9), 809–835 (2016)CrossRefGoogle Scholar
  9. 9.
    Kjellsdotter Ivert, L., Dukovska-Popovska, I., Kaipia, R., Fredriksson, A., Dreyer, H.C., Johansson, M.I., Chabada, L., Damgaard, C.M., Tuomikangas, N.: Sales and operations planning: responding to the needs of industrial food producers. Prod. Plann. Control 26(4), 280–295 (2015)Google Scholar
  10. 10.
    Lapide, L.: Sales and operations planning Part I: the process. J. Bus. Forecast. (Fall edition) 17–19 (2004a)Google Scholar
  11. 11.
    Lapide, L.: Sales and operations planning Part III: a diagnostic model. J. Bus. Forecast. (Spring 2005 edition) 13–15 (2004b)Google Scholar
  12. 12.
    Manuj, I., Sahin, F.: A model of supply chain and supply chain decision-making complexity. Int. J. Phys. Distrib. Logistics Manage. 41(5), 511–549 (2011)CrossRefGoogle Scholar
  13. 13.
    Muzumdar, M., Fontanella, J.: The secrets to S&OP success. Suppl. Chain Manage. Rev. 10(3), 34–41 (2006)Google Scholar
  14. 14.
    Noroozi, S., Wikner, J.: Sales and operations planning in the process industry: a literature review. Int. J. Prod. Econ. 188, 139–155 (2017)Google Scholar
  15. 15.
    Olhager, J., Rudberg, M., Wikner, J.: Long-term capacity management: linking the perspectives from manufacturing strategy and sales and operations planning. Int. J. Prod. Econ. 69(2), 215–255 (2001)CrossRefGoogle Scholar
  16. 16.
    Snow, C.: Sales and Operations Planning Measuring Maturity and Opportunity for Operational Performance Management Research Report. Ventana Research, San Mateo (2007)Google Scholar
  17. 17.
    Thomé, A.M.T., Scavarda, L.F., Fernandez, N.S., Scavarda, A.J.: Sales and operations planning: a research synthesis. Int. J. Prod. Econ. 138(1), 1–13 (2012)CrossRefGoogle Scholar
  18. 18.
    Thomé, A.M.T., Scavarda, L.F., Fernandez, N.S., Scavarda, A.J.: Sales and operations planning and the firm performance. Int. J. Prod. Perform. Manage. 61(4), 359–381 (2012)CrossRefGoogle Scholar
  19. 19.
    Thomé, A.M.T., Souza, R.S., Scavarda, L.F.: The impact of sales and operations planning practices on manufacturing operational performance. Int. J. Prod. Res. 52(2), 2108–2121 (2014)CrossRefGoogle Scholar
  20. 20.
    Tuomikangas, N., Kaipia, R.: A coordination framework for sales and operations planning (S&OP): synthesis from the literature. Int. J. Prod. Econ. 154, 243–262 (2014)CrossRefGoogle Scholar
  21. 21.
    Wagner, S.M., Ullrich, K.K., Transchel, S.: The game plan for aligning the organization. Bus. Horiz. 57(2), 189–201 (2014)CrossRefGoogle Scholar
  22. 22.
    Wallace, T.F., Stahl, R.A.: Sales & Operations Planning: The Executive’s Guide; Balancing Demand and Supply; Aligning Units and Enhancing Teamwork. TF Wallace & Company (2006)Google Scholar
  23. 23.
    Yin, R.K.: Case study research: design and methods, 4th edn. Sage Publications, Thousand Oaks (2009)Google Scholar

Copyright information

© Springer Nature Switzerland AG 2020

Authors and Affiliations

  • Marcelo Xavier Seeling
    • 1
    Email author
  • Luiz Felipe Scavarda
    • 1
  • Antônio Márcio Tavares Thomé
    • 1
  • Bernd Hellingrath
    • 2
  1. 1.Pontifícia Universidade Católica Do Rio de JaneiroRio de JaneiroBrazil
  2. 2.University of MünsterMünsterGermany

Personalised recommendations