<H1>Sales & Operations Planning: The Executive's Guide -- T. F. Wallace & Co. Shopping Cart</H1>
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-- <I>S&OP will not succeed without executive involvement - here's how to get it.</I>
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<div align="justify"><font size="2" face="Times New Roman">S&OP will not succeed without executive involvement - here's why, and how to get it.</font><br /><hr noshade="true" /><hr noshade="true" /><font size="5" face="times new roman, times, serif" color="#0000ff"><em><strong>Sales & Operations Planning: <br />The Executive's Guide</strong></em></font><font size="4" face="times new roman, times, serif" color="#000000"><strong><br />By Tom Wallace and Bob Stahl<br /></strong></font><p><font size="2" face="Times New Roman">Sales & Operations Planning (S&OP) has emerged as an essential management tool in this age of global operations, supply chains that extend half a world away, and increasingly demanding customers. It’s rightfully been called “top management’s handle on the business.”</font></p>
<p><font size="2" face="Times New Roman">The mission of this book is to tell the busy executive what he or she needs to know about S&OP. Written in clear, easily-understandable terms, this book can easily be read in the course of an evening or two – or on a plane ride from Chicago to L.A. </font></p>
<p><font size="2" face="Times New Roman">It answers these, and many other, questions:</font></p>
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<li><font size="2" face="Times New Roman">Why is S&OP so popular? </font></li>
<li><font size="2" face="Times New Roman">What are the benefits from doing it well? </font></li>
<li><font size="2" face="Times New Roman">How does it work? </font></li>
<li><font size="2" face="Times New Roman">What’s the role of the president and his or her staff? </font></li>
<li><font size="2" face="Times New Roman">What kinds of companies are using S&OP? </font></li>
<li><font size="2" face="Times New Roman">What’s the best way to implement it? </font></li>
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<p><font size="2" face="Times New Roman">The most important element in being successful with Sales & Operations Planning is to have active, hands-on participation by the Executive Group, up to and including the president (general manager, COO, managing director, etc.).</font></p>
<p><font size="2" face="Times New Roman">This book will help you get that active, hands-on participation. It may be one of the most important books you can read for enhancing your company's performance.</font></p>
<hr noshade="true" /><p><font size="2" face="helvetica"><em><font face="times new roman, times, serif">"Thanks to <strong>Executive S&OP</strong>, we now have more control of the business because we have the visibility required to be proactive versus reactive."</font></em></font></p>
<blockquote dir="ltr" style="margin-right: 0px;"><p><font size="2" face="helvetica"><font size="1">Phil Dolci<br />Vice President and General Manager<br />Sanford/Sharpie, Division of Newell-Rubbermaid</font></font></p>
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<p><font size="2" face="helvetica"><em><font face="times new roman, times, serif">"We now have our entire management team talking every month about what might happen 6 - 12 - 18 months out into the future and validating or modifying our plan. Wow! Why didn't we always do it this way?!"</font></em></font></p>
<blockquote dir="ltr" style="margin-right: 0px;"><p><font size="2" face="helvetica"><font size="1">Roger Lindgren<br />President & CEO<br />V&N Star, Division of Vallourec & Mannesmann Tubes</font></font></p>
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<p><font size="2" face="helvetica"><em><font face="times new roman, times, serif">The various functions on my staff all have a seat at the table. They're all part of the process; they see the realities; the debates are open; and everyone walks out with an agreed-upon set of action items."</font></em></font></p>
<blockquote dir="ltr" style="margin-right: 0px;"><p><font size="2" face="helvetica"><font size="1">Jim Fitterling<br />Global Business Vice President<br />Dow Chemical Company</font></font></p>
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<p><font size="2" face="helvetica"><em><font face="times new roman, times, serif"><strong>Executive S&OP</strong> gives us a better understanding of demand and capacity constraints. Communication among Planning, Sales and Marketing has improved dramactically, along with conistent forward vision."</font></em></font></p>
<blockquote dir="ltr" style="margin-right: 0px;"><p><font size="2" face="helvetica"><font size="1">John Jordan<br />CFO<br />Graco Children's Products, Division of Newell-Rubbermaid</font></font></p>
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<p><font size="2" face="helvetica"><em><font face="times new roman, times, serif">I wish we had the leverage of <strong>Executive S&OP</strong> when I was running a billion dollar business; it would have been a major cah generator due to lower inventories and better customer service levels."</font></em></font></p>
<blockquote dir="ltr" style="margin-right: 0px;"><p><font size="2" face="helvetica"><font size="1">John Dix<br />President<br />Business Development Index, Ltd.,<br />Formerly Group President<br />Grocery Products, Borden Inc.</font></font></p>
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