Hur strategiska beslut hanteras i sälj- och verksamhetsplaneringsprocessen (S&OP) : En kvalitativ fallstudie som undersöker steg 1 och 2 i sälj- och verksamhetsplaneringsprocessen, genomförd på IKEA
Sammanfattning: Abstract Title: How strategic decisions are handled in the sales and business planning process (S&OP): A qualitative case study that examines steps 1 and 2 in the sales and business planning process, conducted at IKEA. Authors: Alma Nyroos, Lovisa Lim, Maja Bjuringer & Tilly Anderfors Supervisor: Petra Andersson, LNU Examiner: Hana Hulthén, LNU Background: Planning for today's supply chains has become an increasingly complex challenge. This is because global competition is increasing, at the same time as technology is constantly changing. In order to be able to compete in the market, it is important to make the planning of these chains more effective. One way to plan more efficiently is by using sales and operations planning (S&OP). S&OP's three important flows that are coordinated are materials, finances and information. Today, IKEA feels that they must use some temporary solutions to handle information that comes late in the process and changes the need for different resources. Research question: 1. What are the shortcomings in IKEA's S&OP process with delimitation to step one (data gathering) and two (demand planning)? 2. What are the causes of these shortcomings and how could these shortcomings be rectified? Purpose: The purpose of the study is to identify shortcomings in step one and two in IKEA's S&OP process. This is to be able to contribute with improvement measures in the process. Implementation: This is a case study on IKEA. The data that has been collected in this study are a combination of primary and secondary data. Conclusion: In this study, it emerges that integration and coordination are two important aspects of the S&OP work. It is addressed by most article writers and has also been linked to IKEA's shortcomings. This is linked to the first two steps in the S&OP process. In the investigative organization, gaps were discovered both between internal units and between strategic and operational decisions. For the identified gaps, it is proposed to focus on coordinating the processes in such a way that more people are integrated. Both in terms of integration between different levels (strategic, tactical and operational) and between different units working at the same level. The study also shows that decisions must be integrated into processes in a better way, through better planned information sharing. Keywords: S&OP, demand, forecast, strategic, tactic, operational, integration, coordination.
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