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Corporate Culture and S&Op: Why Culture Counts

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  • John Mello

Abstract

John Mello argues that successful execution of S&OP in a business is inevitably linked to corporate culture. The culture of the organization must ensure effective collaboration among its units by supporting trust, openness, and a climate where departments and individuals accept responsibility. Copyright International Institute of Forecasters, 2010

Suggested Citation

  • John Mello, 2010. "Corporate Culture and S&Op: Why Culture Counts," Foresight: The International Journal of Applied Forecasting, International Institute of Forecasters, issue 16, pages 46-49, Winter.
    • Handle: RePEc:for:ijafaa:y:2010:i:16:p:46-49
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    Cited by:

    1. Petropoulos, Fotios & Apiletti, Daniele & Assimakopoulos, Vassilios & Babai, Mohamed Zied & Barrow, Devon K. & Ben Taieb, Souhaib & Bergmeir, Christoph & Bessa, Ricardo J. & Bijak, Jakub & Boylan, Joh, 2022. "Forecasting: theory and practice," International Journal of Forecasting, Elsevier, vol. 38(3), pages 705-871.
      • Fotios Petropoulos & Daniele Apiletti & Vassilios Assimakopoulos & Mohamed Zied Babai & Devon K. Barrow & Souhaib Ben Taieb & Christoph Bergmeir & Ricardo J. Bessa & Jakub Bijak & John E. Boylan & Jet, 2020. "Forecasting: theory and practice," Papers 2012.03854, arXiv.org, revised Jan 2022.
    2. Ambrose, Scott C. & Matthews, Lucy M. & Rutherford, Brian N., 2018. "Cross-functional teams and social identity theory: A study of sales and operations planning (S&OP)," Journal of Business Research, Elsevier, vol. 92(C), pages 270-278.
    3. Goh, Shao Hung & Eldridge, Stephen, 2019. "Sales and Operations Planning: The effect of coordination mechanisms on supply chain performance," International Journal of Production Economics, Elsevier, vol. 214(C), pages 80-94.
    4. Tuomikangas, Nina & Kaipia, Riikka, 2014. "A coordination framework for sales and operations planning (S&OP): Synthesis from the literature," International Journal of Production Economics, Elsevier, vol. 154(C), pages 243-262.

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