News & Insights

The COVID-19 pandemic that enveloped our world this past year has changed almost everything, including the way we live, work and play. Even now, a full year after the pandemic hit, things are still unsettled.

For manufacturers gaining employee support is critical, serving as a prerequisite for making business transformation an operational reality.

Just because a company is surviving the pandemic doesn’t mean that it is doing things the right way.

Making the human connection your company’s greatest asset requires more than just lip service. A true competitive advantage isn’t created by simply stating that people are your greatest asset. It occurs when you equip people to engage and perform.

A crisis can be the impetus for much-needed organizational improvement.

If ever the critical nature of the supply chain process was exposed in an obvious way, it was last year. Grocery store shelves were emptied of meat, produce, canned goods, and, yes, toilet paper and paper towels. The general public learned what supply chain professionals have long known: a supply chain break disrupts the ability of those at the receiving end of goods and materials, whether a household or a business, to function normally – or at all.

Supply chain operations can be impacted even when there are no regular hiccups. So how do organizations ensure that their long-term S&OP framework remains on track on a daily and weekly basis? By implementing Sales & Operations Execution (S&OE) into S&OP.