Some of the failures of S&OP deployment happen in the early months of execution. However, engagement and support for the process also diminishes over time, slowly eroding its value to the point where it is no longer a key process in the organization. This happens primarily because a) S&OP is a cross-functional process most organizations are not set up to accommodate, and b) important elements such as process design, systems and data provision are frequently not underpinned by critical softer enablers (such as reward and recognition, empowerment or other cultural factors). When applied against S&OP deployment challenges, the following framework highlights three enablers that typically receive inadequate attention: Development, Empowerment and Continuous Improvement.
