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Sales and operations planning : learnings from 15 Brazilian companies
dc.contributor.author | Seeling, Marcelo Xavier | pt_BR |
dc.contributor.author | Panitz, Carlos Augusto | pt_BR |
dc.contributor.author | Cassel, Ricardo Augusto | pt_BR |
dc.date.accessioned | 2022-02-16T04:30:35Z | pt_BR |
dc.date.issued | 2021 | pt_BR |
dc.identifier.issn | 2237-8960 | pt_BR |
dc.identifier.uri | http://hdl.handle.net/10183/235184 | pt_BR |
dc.description.abstract | Goal: The goal of this paper is to investigate 15 Brazilian companies, which execute S&OP cycles periodically, in order to characterize the processes implemented and discuss challenges and improvement opportunities.Design / Methodology / Approach: Initially, a multiple-case study approach is applied embracing 15 Brazilian companies. Then, a survey is conducted in the same organizations to deepen the investigation. Two recognized S&OP frameworks from the literature are used to structure the research.Results: Some of the main research findings include: some companies consider “Data Gathering” a normal task and no longer a S&OP cycle step; some organizations include a new step one named “Portfolio Management”, preceding “Demand Planning” to leverage step two’s outcomes; there are improvement opportunities identified in “Pre-meeting” and “Executive Meeting” steps regarding capacity to simulate different scenarios from a financial perspective; and most of the studied companies do not adopt a S&OP software facing limitations to manage information and perform what-if analysis.Limitations of the investigation: Only companies located in Brazil are investigated.Practical implications: The study provides useful information for practitioners on the characterization of the S&OP process, implementation challenges, and improvement opportunities.Originality / Value: The paper applies different research methods (multiple-case study and survey) and two recognized frameworks from the literature in the study of the S&OP process performed by 15 companies, providing a broad characterization of the processes implemented and valuable findings about challenges and improvement opportunities. Although all the researched companies are Brazilian, evidences indicate the results are generalizable. | en |
dc.format.mimetype | application/pdf | pt_BR |
dc.language.iso | eng | pt_BR |
dc.relation.ispartof | Brazilian Journal of Operations & Production Management [recurso eletrônico]. Rio de Janeiro, RJ. Vol. 18, n. 3, (2020), [Article] e20211135, 14 p. | pt_BR |
dc.rights | Open Access | en |
dc.subject | S&OP | en |
dc.subject | Vendas | pt_BR |
dc.subject | Planejamento estratégico | pt_BR |
dc.subject | Supply chain | en |
dc.subject | Planning process | en |
dc.subject | Gestão da produção | pt_BR |
dc.subject | Multiple-case study | en |
dc.title | Sales and operations planning : learnings from 15 Brazilian companies | pt_BR |
dc.type | Artigo de periódico | pt_BR |
dc.identifier.nrb | 001135879 | pt_BR |
dc.type.origin | Nacional | pt_BR |
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