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Leveraging Risk Management in the Sales and Operations Planning Process
Yanika S. Daniels
Timothy Daniel Kenny
出版
Massachusetts Institute of Technology, Engineering Systems Division
, 2008
URL
http://books.google.com.hk/books?id=eDlTPwAACAAJ&hl=&source=gbs_api
註釋
The objective of this thesis project is to analyze how companies can utilize risk management techniques in their sales and operations planning process (S & OP). S & OP is a strategy used to integrate planning and processes across functional groups within a company, such as sales, operations, and finance. A large body of academic and industry literature already exits, proving that S & OP can integrate people, processes, and technology leading to improved operational performance for a business. However, little research has been done in the area of applying risk management techniques to the S & OP process. When companies use S & OP in order to align their demand, supply, capacity, and production, based on various factors such as history, pricing, promotions, competition, and technology, they rarely factor in uncertainty and risk into the S & OP process. Furthermore, for those companies that do implement risk management in the S & OP process, there is no consensus in the business community about how to do this accurately and effectively. Our basic approach to understanding risk management and its place in the S & OP process will be four-fold. First, we conducted a literature review in order to gain basic S & OP process understanding and current risk management strategies. Next, we conducted thirteen hour-long phone interviews with practitioners and thought leaders in the field of sales and operations planning in order to gain insight into how companies currently discuss, assess, and act upon uncertainty within the S & OP process. Third, we conducted an online survey of various companies and consultants working in the field of S & OP to see how they currently discuss and incorporate uncertainty into their S & OP work.