The S&OP process and the influence of personality and key behavioral indicators: insights from a longitudinal case study

Abstract

PurposeThe purpose of this paper is to extend the research domain of Sales & Operations Planning (S&OP) beyond the hard issues by focusing on soft issues in S&OP processes. This paper aims to investigate how consciousness of different personality types can affect S&OP processes.Design/methodology/approachThis paper is based on a single longitudinal case study from a medium-sized enterprise with a data collection period of more than two years. This paper is based on observation and interviews gathered at several stages during pilot implementation and operation phases.FindingsThis paper indicates that a focus on behavior using personality type theory and key behavioral indicators has provided a common framework for understanding how the S&OP process is impacted by different personalities and behavior. This knowledge has increased the awareness of which behavior sustains a silo mentality and which behavior breaks it down. Quotations are used to provide substance of this explorative topic.Research limitations/implicationsAs a single case study, this paper only provides results for analytical generalization.Practical implicationsConsciousness of behavioral elements in S&OP processes is proposed here as a complement to key performance indicators as levers to implement and obtain sustained operation of S&OP.Originality/valueThis paper is the first explicitly integrating personality type theory for a better understanding of implementing and operating S&OP processes. This paper contributes with a new understanding of S&OP success factors and how a common language may improve process efficiency.