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ASCM CEO Abe Eshkenazi, CSCP, CPA, CAE, offers his viewpoint on supply chain and the latest ASCM news.
Letters to the readers SCM Now magazine from Editor-in-Chief Elizabeth Rennie and other members of the editorial staff.
The official ASCM blog features insights, analyses and ideas from experts and ASCM leaders to help advance supply chains.
Each week, ASCM CEO Abe Eshkenazi, CSCP, CPA, CAE, offers insights into global news and shares his exclusive commentary connecting current events with supply chain topics.
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ASCM research cuts through the clutter and brings you critical ideas and innovations in supply chain management, best practices, how-to steps, and practical advice that give you and your organization a competitive advantage.
“Supply Chain Management: Beyond the Horizon” is an industry-focused initiative with research and educational components. The research was conducted by Michigan State University in conjunction with APICS.
Transportation Journal is an ASCM academic journal devoted to presenting new knowledge about the supply chain, logistics and transportation fields.
APICS, through a partnership with The Manufacturing Institute, explores how manufacturing and supply chain can attract, retain and advance women.
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Whether you are embarking on a sales and operations planning (S&OP) project or have an established process, it needs the support, guidance, and visibility that comes with a designated executive sponsor. ......Read More
In my first “Sales and Operations Planning” (S&OP) department in APICS magazine, I outlined a general S&OP process used by many companies: new demand stream, demand, supply, partnership meeting, and executive meeting. ......Read More
Enterprise resources planning (ERP) is not what it was 10 years ago, or even two years ago. The broad-based application suite that we call ERP is merely the current incarnation of a long line of offerings that date back to inventory management and bill of material software programs first developed over half a century ago.......Read More
In order to simplify their supply chains and reduce risk, many organizations are choosing the path of vertical integration. However, the trade-offs sometimes are substantial.......Read More
Controlling the quantity and availability of inventory within a production system is one of the greatest challenges faced by supply chain and operations management professionals. One effective system to help manage this task is a centralized storage location for manufacturing components—a purchased-parts supermarket. ......Read More
In the last edition of this department, we discussed determining if your sales and operations planning (S&OP) needs a revamp, reawakening, or reboot. Now, it’s time to use kaizen to make the desired improvements, keeping in mind that even successful processes can move to the next level with some simple strategies.......Read More
Complex manufacturers are under increasing pressure to cut lead times, increase innovation, and enable greater customization—all at a lower price than ever before. There is a lot at stake. Improving the competitiveness of complex manufacturing firms has a direct impact on almost every industry. ......Read More
There is no surefire way to transform a diverse group into a high-performing team. However, one generally accepted rule is that successful groups interact and function together seamlessly.......Read More
If you are wondering if your sales and operations planning (S&OP) process needs a revamp or reawakening, you might consider performing one of the hundreds of S&OP effectiveness checklists out there. They are good tools, but only truly helpful if the S&OP manager has assistance from someone outside the team who has managed or thoroughly experienced a functioning S&OP process.......Read More
In the world of supply chain management, three overarching metrics drive business performance: inventory, cost, and service. These concepts are in a state of perpetual pressure as functional teams vie for limited resources, pursuing targets that often are at odds with one another. ......Read More
There are issues to consider with forecasting practice and material requirements planning (MRP) system configurations. First, don’t schedule production based on the greater of the forecast or sales orders. Instead, make sure orders consume the forecast as they come in. ......Read More
Perhaps you have noticed that my professional title refers to “sales, inventory, and operations planning” (SIOP) rather than “sales and operations planning” (S&OP). I have been asked about this by some readers, so I now will clarify my understanding of SIOP.......Read More
Monitoring the status and effects of improvement activities is very important to the success of sales and operations planning (S&OP). One way to define and measure progress toward both short- and long-term goals is via key performance indicators (KPIs). ......Read More
Zara, a division of Inditex, has become a worldwide success in the high-fashion clothing business and an example of one of the top supply chains in the world. The credit for this success often is attributed to the company’s highly integrated, quickly responsive network. ......Read More
Sadly, few professionals realize that the six key supply chain elements—cost, capacity, inventory, lead time, Customer Relations level, and product portfolio complexity—are inextricably intertwined. As such, they should be managed as pieces of a whole.......Read More
Demand management might strike you as an oxymoron. How can demand be managed? Most managers understand the concept of controlling the supply side, but demand often is a different animal.
Qualitative analysis attempts to address the issue of the ever-uncertain forecast. However, The danger of qualitative analysis is that it opens the door to cognitive bias.
You cannot just implement S&OP, clap your hands, and assume the process is going to be effective. It is important to establish clear rules that everyone understands, knows, and follows.
We supply chain and operations management professionals tend to think of demand as a given. It’s common to manipulate supply to meet demand—but this does not have to be a one-way process. It’s also possible to shape demand to better fit supply.
S&OP first and foremost must be both lean and agile. Lean and agile S&OP is a company’s single-most-important competitive weapon for ensuring that customers are being profitably served through the right channels and with the right product mix.
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