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Advisor(s)
Abstract(s)
The company under scrutiny in this thesis is Aker Solutions Process Systems. As a part of
the Aker Solutions group, Process Systems is a leading global supplier of processing
equipment for oil, water and gas, operating worldwide. The company´s operational
objective when implementing this process was to optimize the utilization of resources in
it´s five different Business Units. The actions undertaken by the company to develop and
implement a Sales and Operations Planning process were carefully record and posteriorly
analysed. Sales and Operations Planning is a recognized cross-functional business
process, designed to allow the company to synchronise supply and demand, bridge
strategic planning with daily activities, and by reviewing performance measures, push
continuous improvement, and cross-functional integration (Grimson and Pyke 2007;
Dwyer 2000; Cox and Blackstone 2002, Gregory 1999).
The evaluation of the maturity of the Sales and Operations Planning process in question
is done according to two different models. The Grimson and Pyke Model described in the
2007 paper “Sales and Operations Planning: an Exploratory Study and Framework” and
Lapide´s 2005 “Four-Stage S&OP Process Maturity Model”. There are three distinct
evaluation periods, the first in an initial stage before the implementation of the S&OP
process, one in half way through the implementation of the S&OP process and a final
after the implementation of the S&OP process.
The results suggest that theoretically by the third evaluation of the process the
implementation was achieved and the process presented a level of maturity that should
allow the management to use the results of the process to define resource optimization
actions. However, the practical results of the process suggest that by the third evaluation,
the process is not yet able to produce any useful information.