Every manufacturing business operates a Sales and Operations Planning process of some sort. Somehow we decide which customers to pursue, what promises we should make to those customers, how much product to produce, what people and other resources we need, how much inventory to hold and how we will operate our factories. Most businesses agree that they could do this much better.
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About the Author
John Chase has been involved in Sales and Operations Planning since the mid-1980s, even before the name moved into common usage. His early involvement included forecasting sales, planning production, planning inventories and improving manufacturing processes for a fruit cannery, an apparel manufacturer and metal packaging company.
Since that time, John has continued his hands-on work in the field as a consultant to companies in the food and dairy, agricultural produce, automotive, steelmaking, petrochemical, mining, consumer goods and telecommunications industries. He has worked with companies in 10 countries around the globe.
John has also led Supply Chain Management teams for two major consulting firms: Ernst & Young and KPMG Consulting (BearingPoint).
John’s experience is rounded-out by extensive practical involvement in Lean management and in selecting and managing the implementation of Enterprise Resource Planning (ERP) systems for manufacturing businesses.