Our consultants, who average 15 years business and consulting experience, are sought-after thought leaders.
Sales and Operations Planning (S&OP) is an integrated management process that seeks to optimally align and synchronize demand with supply. The business value from a successful S&OP implementation has been known to include improved profitability, lower inventory, and more timely and effective new product launch cycles. However, the road to full benefits is often strewn with unforeseen obstacles. While the focus is typically on data, systems, and the process, we propose that it’s the “soft stuff” that fully enables optimal results.
For many companies, implementing a cloud-based solution like SuccessFactors is a brand new experience. Organizations are wrestling with scope, timelines, methodology and expectations. To ensure project success, companies need to appropriately prepare for and manage their SuccessFactors implementation.
A common – and smart – business strategy proposes that you should reward the behavior you want, and discourage the behavior you don’t. As smart organizations use more complex incentive strategies to effectively attract and retain the best talent, these organizations have seen their reward and compensation structures multiply and grow in complexity.
Implementing BW solutions has become increasingly more complex. The traditional approach of blueprinting and realization often results in significant changes post go-live and even re-implementation. This is primarily caused by the inherent difficulties in gathering requirements for a reporting solution – reports can default to legacy reproductions, and often don’t take full advantage of available functionality. Is there a different approach to implementing Business Warehouse?
These days, it’s all about the data. How do you use your information to better understand your customer? Or improve your business processes? Or increase profits? Data is a corporate asset – one that shouldn’t reside solely in the silos of the IT department. It’s an asset that drives better decision making, increases business efficiency and drives corporate strategy.
The dynamic between Consumer Products companies and their Retail customers could best be described as collaboration amidst a prolonged game of tug-of-war. For Consumer Products organizations, the impacts of the Retail evolution will unquestionably alter go-to-market strategies, challenging companies to evaluate opportunities for improvements in consumer engagement and brand loyalty.
Consumer power has never been greater. Increasingly connected and with seamless access to information. To realize success, Consumer Products companies will have to deploy strategies to effectively engage with consumers and leverage direct interaction to understand desires, listen to concerns and drive advocacy.
For Consumer Products companies, success is often defined by an ability to deliver the right product at the right time and at the right cost. Companies must consider the factors that are impacting their suppliers, as well as new expectations for supplier monitoring, as they put in place supply chain, technology and pricing tactics for 2013.
Consumer Products company stockholders continue to look for profitable growth through innovation, expansion into emerging markets and operational efficiency. Looking ahead, stockholders will be challenging companies to invest in corporate responsibility initiatives, with social and environmental sustainability efforts becoming an increasing metric for corporate success.
The challenges and opportunities facing the life sciences industry have changed very little in the last five years: drug pipelines and R&D spend continue to shrink, growth has shifted overseas, generics continue to increase competitive pressure, and the regulatory environment continues to evolve. However, it is those companies who are able to define who they are and align their business around their core strengths that will emerge as leaders.