The article below was done about 3 years back. However, recent discussions suggest that many of the issues/barriers are still prevalent.
Is it time to -
a) Change to name of this process to Availability and Profitability plan?
b) Make it a core process rather than see it as a short-term business improvement initiative
c) Shift the ownership to CFO or Sales?
S&OP (Sales and Operations Planning) has been around for years as an essential enabler for customer centric supply chains and a key tool for strategic execution. But many firms are wary of implementing S&OP fearing long and painful cross functional transformations that will need strong executive sponsorship for success. Is the supply-and-demand legacy associated with S&OP keeping supply chain practioners from enlisting executive support to fully realise its benefits? Perhaps we should be talking about executive concerns instead of mid-level manger concerns?