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Do you have any of these problems

  • Greater supply chain visibility is needed

  • There are no integrated business plans.

  • Executives lack the information to validate the business plan 

  • Operating managers don't have accurate information to measure performance.

  • Operating managers lack ownership for supply and demand plans.

  • Finance doesn't use the operational supply and demand information for profit or cash flow projections


Learn the secrets to getting these kinds of results (results are from our clients):  

  • Using the Sales & Operations Planning process has allowed management to focus more time on problem prevention and less time on firefighting.

  • Sales and operations planning institutionalized communications that happened only informally, if at all, prior to our new process.  

  • Single set of numbers drive both operations and financial activities.  

  • Time for accounting close (end of month) down from 9 days to 2

  • Can now perform real time financial analyses of different planning scenarios during S&OP meetings 

  • Through improved S&OP, reduced by more than 50% the time and resources needed to develop the annual business plan and budget 

  • Used S&OP information to more accurately and quickly decide where to devote scarce financial resources for new product or new market initiatives 

  • Developed visibility of Dealer field inventory as part of Production planning process 

Typically our clients have worked on the following areas to show the kinds of improvements listed above:  

  • Upgraded sales and operations planning processes to ensure resources - key materials, people and equipment - are available at the right time to execute a lean strategy.  

  • Improved forecasting techniques and processes ensure that the most up-to-date demand is being used at all times.  

  • Rough cut capacity planning provides long-term view of capacity needs so the lean execution system can operate effectively.  

  • Better master scheduling and leveling techniques to achieve production stability.  

  • Improved scheduling mechanisms including load leveling boxes to communicate finishing schedules to the key pacemaker processes.  

  • New lean strategies for determining production intervals, tied into demands coming from the planning system, ensure kanban loops that are "optimized" to plant and market conditions.      

You can find additional information about these problems and their solutions here at this website in the following places: 



  • Re-Engineering Your Business Planning through Sales & Operations Planning

  • Class A Regained at Dade Behring

  • Getting Started With Sales and Operations Planning

  • Class A at DuPont Polyester Films

  • Does Your Supply Chain Measure Up? 

  • The Party's Over 

  • Staying in Business with e-Business

Tailored classes and workshops

  • A solid, well-planned program of tailored, on-site education

  • Tailored education methodology

Consulting and assessment

  • Objective assessment of strengths, weaknesses, and opportunities for improvement

  • Tangible improvements and financial results as you go


You can get personalized help.  If you would like to discuss your company's situation in more detail, you can send a question or comments to one of our Senior Partners using the form below, or you can call directly. 


John Dougherty (1 603 528-0840)

Chris Gray (1 603 778-9211)

Don Rice (1 615 221-2196)