Data collected in company C
| Problems related to the PPC function | Involving the marketing/sales in the S&OP; motivating the PPC team; asserting the importance of the PPC and coping with conflicting functional metrics |
| Organizational structure | PPC is a corporate division |
| Process of S&OP | Carried out for 15 years |
| Extant integration mechanisms |
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| Level of organizational integration |
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| Level of technical integration |
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| Level of uncertainty |
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| Planning performance |
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| Competitive priorities and performance measures |
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| Problems related to the PPC function | Involving the marketing/sales in the S&OP; motivating the PPC team; asserting the importance of the PPC and coping with conflicting functional metrics |
| Organizational structure | PPC is a corporate division |
| Process of S&OP | Carried out for 15 years |
| Extant integration mechanisms | Organizational structure: Corporate PPC function enables agility, unity of command and autonomy S&OP process Top management support: Assures the involvement of the areas in the S&OP and solves discrepancies caused by conflicting objectives |
| Level of organizational integration | Communication and meetings: Medium – high; high frequency but depend on the initiative of the planner Shared decisions and plans: High; workgroups Frequency of S&OP meetings and adjustments: High; two monthly meetings (preS&OP and corporate S&OP) Stimulus for exchanging ideas: medium; optimization of functional objectives Common understanding of the important objectives: High; understanding of the trade-offs |
| Level of technical integration | Interface: Medium; some plans in spreadsheets Compatibility: Medium high; planning software integrated to the ERP |
| Level of uncertainty | Changes in the customer demand: High; once a week or higher Problems with supply or suppliers: Medium; 25% of delay Actions of the competitors: Low or medium Changes in the process technologies: Low Other relevant sources of uncertainty: Managerial complexity due to high variety (pulverized demand) and fast and pronounced increase in the demand (10 to 15% per month) |
| Planning performance | Frequency of the modifications in the schedules/plans: Daily; plans for 2–3 days Level of formality: Not informed Causes of the modifications: 1. Demand variability; 2. deficient communication; 3. failures/delays in external supply and 4. failures/delays in internal supply |
| Competitive priorities and performance measures | Cost and delivery performance Performance measures of the PPC: Service level and inventory level and forecast accuracy being monitored |
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