Kinaxis recently held its annual user conference, Kinexions, which focuses on helping the company’s customers improve their execution of supply chain and sales and operations planning (S&OP). This year’s event took place against a backdrop of what is beginning to look like a new and more challenging era of world trade. This will have a significant impact on most product companies with international operations. (I also reviewed last year’s event, which can be found here.)
A recent analysis of our sales and operations planning (S&OP) dynamic insight research provides perspective on the current state of this core business process. Using concise web-based surveys, Ventana Research’s Dynamic Insights provide research participants with an immediate assessment of their company’s efforts as well as research- and experience-based advice on potential next steps to improve. For those who wish to do a quick assessment of their own company’s sales and operations planning, the Dynamic Insight can be found here.
Topics: Operations & Supply Chain, Continuous Planning, Enterprise Resource Planning, Inventory Optimization, Product Information Management, Sales and Operations Planning, Work and Resource Management, Sales Planning and Analytics
From my perspective, supply chain management (SCM) and sales and operations planning (S&OP) are two of the most underappreciated disciplines of modern corporate management. Properly applied, they can improve performance and competitiveness by increasing customer satisfaction and reducing costs. A combination of more capable information technology with advances in operations research and analytics has made managing supply and demand chains potentially more impactful by making them more flexible and adaptable to market conditions. Consequently, companies can enhance profitability, reduce working capital and improve customer satisfaction by providing more reliable service.
More than a year ago I wrote from personal experience about the challenges our firm encountered with Salesforce’s cloud computing systems and customer service and if we can trust them for business in the cloud. That perspective covered a range of issues that the behemoth cloud computing applications and platform company is facing regarding its service and technology. While Salesforce has shifted its customers like us and others to a different cloud computing environment, as it did in moving us off its #NA14 cloud computing instance, core challenges of its customer experience and billing processes persist. After the last customer experience incident, I contacted its executives about the need for operational improvement; it was clear in the dialogue that they saw some but not all of our experience as issues important to improving its customer processes. It was good to get some immediate attention, but my hope was to speak for all SMB companies in pointing out the importance of effective communications and escalating notifications and interactions when those customer moments go sour, so the customer isn’t forced to turn to social media to be heard. This was an area where Salesforce had significant room for improvement in customer engagement, reflecting a pattern we see in our benchmark research, which finds the most common challenges in almost half of organizations are integration of channels of engagement and managing activities as silos.
Topics: Analytics, Machine Learning Digital Technology, Big Data, Cloud Computing, Machine Learning and Cognitive Computing, Product Information Management, Sales and Operations Planning, Sales, Digital Commerce, Sales Enablement and Execution, Sales Performance Management, Sales Planning and Analytics, Office of Finance, Collaboration
The importance of analytics for sales organizations is clear and, as I pointed out in my recent analyst perspective on the next generation of sales analytics, these capabilities optimize revenue potential. However, utilizing sales analytics requires a set of data skills that most organizations still find challenging and are thus not fully prepared to support. The efficient access and preparation of data underlies any analytics processes, which must meet demanding needs that are not always automated. Our research into next generation sales analytics has found many impediments that must be addressed and is a critical part of our expertise agenda for sales organizations.
Topics: Analytics, Machine Learning, digital technology, Big Data, Cloud Computing, Machine Learning and Cognitive Computing, Product Information Management, Sales and Operations Planning, Sales, Digital Commerce, Sales Enablement and Execution, Sales Performance Management, Sales Planning and Analytics, Office of Finance, Collaboration