The S&Op Process And The Influence Of Personality And Key Behavioral Indicators: Insights From A Longitudinal Case Study

Purpose The 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/approach This 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. Findings This 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/implications As a single case study, this paper only provides results for analytical generalization. Practical implications Consciousness 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/value This 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.