Contingent factors affecting mandatory upper-management involvement in S&OP
Kalla, Christian; Kreuter, Tobias; Seeling, Marcelo Xavier; Thomé, Antonio Marcio Tavares; Scavarda, Luiz Felipe; Hellingrath, Bernd
The lack of upper-management involvement is being recognized as one of the lead causes for unsuccessful implementations of Sales and Operations Planning (S&OP). Despite an agreement upon the importance of involving upper-management, there is a missing consensus regarding the need for a formalized S&OP process ending with an executive meeting. This paper aims at broadening the understanding about the contingent factors affecting the mandatory involvement of upper-management in S&OP. The investigation builds on a multiple case study with two companies from the chemical sector. The paper offers a novel discussion on upper-management involvement in S&OP by presenting two propositions.
Tight-coupled S&OP; Agility; Procedural quality