“Towards S&OP success: an integrated framework for measuring organisational alignment and its impact on sales and operations performance”

Abstract

Abstract Purpose - The aim of this study is to investigate the validity of a novel integrative framework to measure organisational alignment for the purposes of carrying out S&OP and the impact the alignment has on the performance of the process and that of the organisation which is referred to as S&OP performance. Design/methodology/approach - The method used is an integrated theoretical framework developed after a review of the literature. A case study method is applied to collect data to test the validity of the framework. The case site is a medium size electronics manufacturer following a manufacture to order (MTO) strategy. Evidence was collected through interviews with the S&OP process participants and review of internal documents. Findings - The findings are that the framework could measure organisational alignment and its impact on S&OP performance in the instance of the case company due to a high degree of similarity to the metrics defined in the framework by category. Research & practical implications - The study illustrates the need for integrative theoretical frameworks to remain a research priority in development of solution-oriented knowledge. The practical implication is that practitioners can use the framework to identify areas where policy interventions can be made to improve organisational alignment. Originality/value - This study contributes a novel integrative framework combining fragmented theoretical views on S&OP into a unified framework for analysis. Limitations – A single case study was used thus framework needs to be tested further. The effect of the supply chain or ecosystem view on S&OP process and its performance is not accounted for. The study does not cover emerging concerns from managers and practitioners that S&OP needs