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Published in:
Move Away from Disconnected Planning Read chapter Read first chapter

2019 | OriginalPaper | Chapter

6. Improve Your Responsiveness with Operational Planning

Authors : Robert Kepczynski, Alecsandra Ghita, Raghav Jandhyala, Ganesh Sankaran, Andrew Boyle

Published in: Implementing Integrated Business Planning

Publisher: Springer International Publishing

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Abstract

We have seen that operational planning was introduced in the companies when monthly tactical S&OP process was not granular enough to solve demand-supply-finance imbalances driven by product type, brand, channel, and sales area. Operational planning has a short-term horizon focus and an objective to extract the best value from available assets. Let us see how we may understand operational planning.

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previous chapter Ways to Improve Tactical S&OP
next chapter How to Prepare Process Measurement and Improvement
Footnotes
1
This excludes any preprocessing steps. For example, cleansing the consensus demand of promotions is a typical preprocessing step. The assumption made is that the consensus key figure input is one without promotions.
 
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Metadata
Title
Improve Your Responsiveness with Operational Planning
Authors
Robert Kepczynski
Alecsandra Ghita
Raghav Jandhyala
Ganesh Sankaran
Andrew Boyle
Copyright Year
2019
Publisher
Springer International Publishing
Book
Implementing Integrated Business Planning

Print ISBN: 978-3-319-90094-0

Electronic ISBN: 978-3-319-90095-7

Copyright Year: 2019

DOI
https://doi.org/10.1007/978-3-319-90095-7_6

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