Almost three decades ago Sales and Operational Planning (S&OP) became the innovation in manufacturing and supply chain. When S&OP came about in 1987 as a concept, we did not yet have the internet much less the “internet of things.”

Supply Chain Digital transformation has the potential to be, for no better words, transformative; when done right, a transformation can enable your business to reap significant, and well-documented, benefits. On the other hand, Supply Chain Digital Transformation if executed poorly cost companies millions, go on for years, fail to deliver expected or any benefits, and ultimately end up costing some CEO and CIO their jobs.

Building the business case for change is crucial to compel transformation at a leadership and organizational level. Before you start any transformation project it is important to understand the why, what, and how and articulate a clear vision and path of the future state.

Supply Chain Planning deals with the future and therefore uncertainty with economy. As a result, the planners sometimes have to question other people’s assumptions. Whether for this or some other reason, they do not get credit that is due to them for the great job they do. Eric Wilson from Tempur Sealy gives them the due credit and then some and calls them the super heroes of business. We agree!