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Advisor(s)
Abstract(s)
There is a lack of rigorous empirical studies directly examining the impact of sales and operations planning (S&OP)
practices on manufacturing operational performance. This paper aims to fill this gap by analysing a sample of 725 manufacturers
from 34 countries. Hypotheses relate internal S&OP, integration with suppliers (IS) and integration with customers
with manufacturing operational performance (delivery, quality and flexibility). The constructs were validated with
structural equation modelling and the hypotheses were tested using multiple stepwise regression. Our findings showed a
positive and moderate-to-large effect of internal S&OP on manufacturing performance, controlling for firm size, country
economic development and market dynamics. There was no significant impact of supply chain integration on manufacturing
performance. However, we found that IS positively moderated the relationship between internal S&OP and performance,
suggesting that firms with mature IS amplify the effect of internal S&OP on performance. The study is among
the first to empirically and rigorously establish the impacts of S&OP practices on manufacturing performance, using a
large sample of manufacturers spanning different countries, markets and firm sizes. Results show that S&OP practices
have a broad impact across several performance dimensions and are a powerful lever for generating manufacturing
performance.
Description
Keywords
Supply chain integration Cross functional integration Business planning Survey Structural equation modelling
Citation
THOMÉA, António Márcio Tavares; SOUSA, Rui; CARMO, Luiz Felipe Roris Rodriguez Scavarda do - The impact of sales and operations planning practices on manufacturing operational performance. International Journal of Production Research. ISSN 1366-588X. Vol. 52 N.º. 7 (2014), p. 2108–2121
Publisher
Taylor & Francis