Today, Sales and Operation Planning (S&OP) is considered the tip of the iceberg of supply chain management, with many complex processes supporting it under the surface. Many companies are just starting out with the basics of S&OP, using principles developed many years ago. However, S&OP leaders like Chainsequence® are propelling these traditional S&OP processes to advanced levels. ChainSequence is a metaphor for facilitating supply chains to function, at peak performance level, toward a more logical path that both syncs with and advances sales and operations planning (S&OP) objectives.
ChainSequence’s service offerings take an enterprise-wide approach, helping clients to 1) diagnose issues, and 2) re-engineer weakened supply chain business processes that are obstructing profitable momentum. Using its proprietary, education-based model, ChainSequence builds proficiencies within client environments, guiding teams in both eliminating obstacles and deploying significantly nimbler business processes. The result? A far healthier, profitable relationship between client supply chains and their strategic S&OP goals.
Bill Mrzlak, CEO of ChainSequence is the driving force at ChainSequence, possessing an encyclopedic knowledge-base and the impressive global project experience to back it up. For 25 years, he and his colleagues have provided supply chain and S&OP services to leading corporate entities within many industry sectors around the world. Applying his wide range of expertise in cultivating the integral relationship between supply chains and S&OP, he continues to help the ChainSequence team thrive and succeed. Bill’s background also includes working closely with Fortune 100 clients in the high-tech industry, serving as the change agent in the deployment of global supply chain planning solutions.
Exceptional Service Model and Unique Business Approach
The primary factor that sets ChainSequence apart is their knowledge-share philosophy, imparting game-changing guidance during engagements to educate clients on the hows and whys of best-practice supply chain planning. Mentoring teams on how to jumpstart their (S&OP) initiatives, with examples and what-if scenarios that won’t deplete resources or operating budgets, ChainSequence’s three-cycle, S&OP delivery approach helps clients become self-sufficient and increase market share quickly.
Another advantage is ChainSequence’s emphasis on business process enhancement, organizational development, and process ownership. Because ChainSequence’s services have built-in milestones with targeted metrics to ensure progressive change management and positive ROI gains, Mrzlak stated, “We coach and guide our clients in developing and deploying the most effective business processes that allow for continuous improvement over time.”
Within client organizations, ChainSequence’s ability to clarify big-picture concepts to gain support at the executive level is just as effective as the firm’s work in the trenches among client team members. ChainSequence’s consulting sessions are designed to expand outdated, one-dimensional views of processes within organizations by focusing on best-practice rules instead.
Developing Solutions to Reach Measurable Goals
Even with software advances in data analytics, moving supply chain and S&OP business processes forward into a scalable future still requires considerable time and effort. Many individuals in senior positions are persuaded by software vendors that their issues can be simply addressed by a magic-bullet software solution. ChainSequence stresses that the success of any definitive system execution is only as good as the data going into it, and the processes wrapped around it. Mrzlak points out that a well-built process, rather than a specific technology, is the key to success.
The impartiality and integrity of ChainSequence’s work require independence from specific solutions vendors. “Our autonomy is a big factor in being able to work freely with customers. We recommend the software products that are right for them,” says Mrzlak. However, he noted, choosing the right solution is only half the battle. Once a solution has been determined, the implementation requires organizing it appropriately/hierarchically to support the essentials of the customer’s business, while eliminating the need for costly customization. Mrzlak added, “Is there any solution out there that can support ALL of the unique requirements for any given customer? The answer is no. But, through faster and better planning, an enterprise can maximize its speed and decision support power, allowing it to be more responsive to its customers.”
Technological Advancements towards Future Growth
A top-notch supply chain planning process should periodically take a critical, impartial look at several key indicators to regulate pain points within Demand Management, Supply Management, Demand/Supply Alignment and Order Management.
Each area comprises several distinct sub-elements—like cogs in a complex machine—which must function in alignment with one another to be cost-effective and time-efficient. Based on current client demand within this arena, ChainSequence’s two-tiered focus-evolving and refining end-to-end supply chain planning processes that line up with S&OP objectives-is even more relevant for the future of manufacturing.
ChainSequence continues its work within the international marketplace, assimilating emerging technology advancements into its business process models to improve efficiencies and best support changing needs. “We will also continue to expand our presence in the consumer products, retail, and service-oriented industry sectors, both within the U.S. and overseas,” concludes Mrzlak.