The purpose of this paper is to analyse the global Sales and Operations Planning (S&OP) process and investigate the steps to support consolidated business planning in worldwide operations and large-scale supply chains. The paper conducts a case study at a multinational manufacturing company applying an abductive approach. It combines the deductive logic from theory and the inductive logic from field observation in an attempt to elaborate further on theory on global S&OP. The analysis is structured and guided by a novel framework for global S&OP, which is developed based on the theoretical background and the case study findings. The research findings characterise the S&OP process for global operations and identify challenges related to the need to synchronise the subsidiaries' S&OP efforts worldwide to deal with different contingencies of these subsidiaries, and to manage and analyse a large amount of information gathered. The research reveals how the subsidiaries' performance is analysed by top executives along the global S&OP process, feeding strategic initiatives in the organisation and identifying business opportunities like benchmarking among subsidiaries, synergies with other management practices, and global gains. This paper offers a novel investigation of the global steps on S&OP in a real-life setting, offering a well-documented characterisation of the process that goes beyond the traditional local approach. Moreover, it is the first study to reveal challenges and expected outcomes of such a global perspective for S&OP. The theoretical advancements of S&OP research offered herein aid scholars, opening avenues for middle-range theorising, highlighting the cross-disciplinary nature of the domain, and discussing the use of concepts from related disciplines like Economics, Psychology, and Information Systems. The research findings can also assist executives, especially from multinational manufacturers, in their efforts to consolidate global planning.

中文翻译：

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全球销售和运营规划：跨国制造公司的视角。


本文的目的是分析全球销售和运营规划 (S&OP) 流程，并研究支持全球运营和大型供应链中整合业务规划的步骤。本文应用溯因法对一家跨国制造公司进行了案例研究。它将理论的演绎逻辑和现场观察的归纳逻辑结合起来，试图进一步阐述全球S&OP的理论。该分析由全球 S&OP 的新颖框架构建和指导，该框架是根据理论背景和案例研究结果开发的。研究结果描述了全球运营的 S&OP 流程，并确定了与同步全球子公司的 S&OP 工作以处理这些子公司的不同突发事件以及管理和分析收集的大量信息相关的挑战。该研究揭示了高层管理人员如何在全球 S&OP 流程中分析子公司的绩效，为组织提供战略举措并识别业务机会，例如子公司之间的基准、与其他管理实践的协同效应以及全球收益。本文对现实环境中 S&OP 的全局步骤进行了新颖的调查，提供了超越传统本地方法的流程的详细描述。此外，这是第一项揭示 S&OP 全球视角的挑战和预期结果的研究。 本文提供的 S&OP 研究的理论进展为学者提供了帮助，为中层理论开辟了道路，强调了该领域的跨学科性质，并讨论了经济学、心理学和信息系统等相关学科概念的使用。研究结果还可以帮助高管，尤其是跨国制造商的高管，努力巩固全球规划。