Two years ago, I was reviewing the profile of the team we put together for a Sales and Operations Planning project kickoff. The team included people from design and steering, as well as sponsors. And while some of those folks were Baby Boomers (including myself) and Generation Xers, a majority of our team were Millennials.

Supply chain leading practices are a bit like fashion in the apparel industry–wait long enough and they come back disguised under a new name. Sales and Operations Planning (S&OP) is a great example. Since its introduction, it has been labeled as MRP, ERP, S&OP, S&OIP, and now, IBP (integrated business planning).

In preparation for an upcoming Sales and Operations Planning project kickoff, I reviewed the profile of the team–project leader, design team, steering team, and sponsors. The list includes four generations–Baby Boomers (including me), a host of Generation X, and a majority of Millennials.

At a recent supply chain executive briefing, a participant asked if there was any data available relative to the impact effective supply chains had on overall shareholder value in general and acquisitions specifically.