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I’m digging through old archives again, and came across this graphic I put together around 2006 or so. We get into semantic arguments about “problem solving” as somehow different from “root cause analysis” and how the Improvement Kata is somehow distinct, again, from those activities.
In December 2006, I published an article titled “ S&OP or just good supply chain planning ?” T his definition of what S&OP is and what the objectives are is still v alid today at this high level. Th e type of scenario analysis described above drives real insight to support effective decision making.
In December 2006, I published an article titled “ S&OP or just good supply chain planning ?” T his definition of what S&OP is and what the objectives are is still v alid today at this high level. Th e type of scenario analysis described above drives real insight to support effective decision making.
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