Economic developments such as growing globalization, market uncertainty, increasing customer demands, shorter product life-cycles and rising supply chain interconnectedness as well as product complexity require companies to be even more responsive to market conditions in order to improve their competitiveness. Higher competitiveness as a whole company can only be achieved by an increased cross-functional alignment and collaboration within the company and with external suppliers and customers.
Evolving from aggregated production planning and manufacturing resource planning, sales and operations planning (S&OP) is a business process supported by information technology (IT) that aims at aligning sales and production both intra-organizational and inter-organizational across the supply chain. S&OP is only seldom introduced at once in a big bang approach. Thus, companies should strive to continuously improve their intra- and inter-organizational alignment and S&OP process. A maturity model (MM) can help to assess the current state of the S&OP implementation and can direct the continuous improvement along predefined coordination mechanisms and dimensions.
Further benefits of applying MMs in the context of S&OP should be identified during this thesis. Furthermore, a general characterization of MMs should be presented and adopted to S&OP maturity assessment. As MMs are published by researchers and practitioners (mainly consultancies and analysts), this thesis further aims at determining from which publishing stream a MM should be taken in order to assess the S&OP maturity of a company and to direct further improvements in maturity. This may also result in a proposition for a concrete MM to use.
Content
Figures
Tables
Abbreviations
1 Introduction
2 Methodology
3 Maturity models for sales and operations planning
3.1 S&OP as alignment mechanism
3.2 S&OP as a process
3.3 Maturity in S&OP
4 Maturity model synthesis and presentation
4.1 Consultancy maturity models
4.2 Scientific maturity models
4.3 Excluded maturity models
5 Comparison of scientific and consultancy maturity models
5.1 General
5.2 Dimensional analysis
6 Discussion
7 Conclusion and Outlook
8 References
9 Appendix
A Taxonomy of literature review
B S&OP coordination framework
C Gartner research stream maturity model
D Aberdeen Group research stream maturity model
E Sub-dimensions of Wagner’s, Ullrich’s and Transchel’s maturity model
F Maturity model comparison with dimension match
- Citar trabajo
- Tobias Wulfert (Autor), 2016, Sales and Operations Planning. Scientific and Consultancy Maturity Models Indicating the Degree of Implementation, Múnich, GRIN Verlag, https://www.grin.com/document/359018
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