2026-09-20T15:20:58Zhttps://dspace.mit.edu/server/oai/requestoai:dspace.mit.edu:1721.1/452492026-06-06T01:03:43Zcom_1721.1_7582com_1721.1_7581com_1721.1_101402col_1721.1_131023col_1721.1_101610
Larry Lapide.
Kenny, Timothy
Daniels, Yanika (Yanika S.)
Massachusetts Institute of Technology. Engineering Systems Division.
Massachusetts Institute of Technology. Engineering Systems Division
2009-04-29T17:14:53Z
2009-04-29T17:14:53Z
2008
2008
http://hdl.handle.net/1721.1/45249
310353986
Thesis (M. Eng. in Logistics)--Massachusetts Institute of Technology, Engineering Systems Division, 2008.
Includes bibliographical references (leaves 71-72).
(cont.) Lastly, we visited SemiCo, a leading global supplier of high performance semiconductor products, to gain first-hand insight into the S&OP process of a large multinational company and complete a brief case study about how risk management is currently being utilized within this company's S&OP process. Finally, we synthesized these four sources of information in order to develop a common framework and recommendations that companies can use for understanding the best practices for incorporating risk management into the S&OP process.
The objective of this thesis project is to analyze how companies can utilize risk management techniques in their sales and operations planning process (S&OP). S&OP is a strategy used to integrate planning and processes across functional groups within a company, such as sales, operations, and finance. A large body of academic and industry literature already exits, proving that S&OP can integrate people, processes, and technology leading to improved operational performance for a business. However, little research has been done in the area of applying risk management techniques to the S&OP process. When companies use S&OP in order to align their demand, supply, capacity, and production, based on various factors such as history, pricing, promotions, competition, and technology, they rarely factor in uncertainty and risk into the S&OP process. Furthermore, for those companies that do implement risk management in the S&OP process, there is no consensus in the business community about how to do this accurately and effectively. Our basic approach to understanding risk management and its place in the S&OP process will be four-fold. First, we conducted a literature review in order to gain basic S&OP process understanding and current risk management strategies. Next, we conducted thirteen hour-long phone interviews with practitioners and thought leaders in the field of sales and operations planning in order to gain insight into how companies currently discuss, assess, and act upon uncertainty within the S&OP process. Third, we conducted an online survey of various companies and consultants working in the field of S&OP to see how they currently discuss and incorporate uncertainty into their S&OP work.
by Yanika Daniels and Timothy Kenny.
M.Eng. in Logistics
82 leaves
eng
Massachusetts Institute of Technology
M.I.T. theses are protected by
copyright. They may be viewed from this source for any purpose, but
reproduction or distribution in any format is prohibited without written
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http://dspace.mit.edu/handle/1721.1/7582
Engineering Systems Division.
Leveraging risk management in the sales and operations planning process
Thesis
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<Abstract>(cont.) Lastly, we visited SemiCo, a leading global supplier of high performance semiconductor products, to gain first-hand insight into the S&OP process of a large multinational company and complete a brief case study about how risk management is currently being utilized within this company's S&OP process. Finally, we synthesized these four sources of information in order to develop a common framework and recommendations that companies can use for understanding the best practices for incorporating risk management into the S&OP process.</Abstract>
<Abstract>The objective of this thesis project is to analyze how companies can utilize risk management techniques in their sales and operations planning process (S&OP). S&OP is a strategy used to integrate planning and processes across functional groups within a company, such as sales, operations, and finance. A large body of academic and industry literature already exits, proving that S&OP can integrate people, processes, and technology leading to improved operational performance for a business. However, little research has been done in the area of applying risk management techniques to the S&OP process. When companies use S&OP in order to align their demand, supply, capacity, and production, based on various factors such as history, pricing, promotions, competition, and technology, they rarely factor in uncertainty and risk into the S&OP process. Furthermore, for those companies that do implement risk management in the S&OP process, there is no consensus in the business community about how to do this accurately and effectively. Our basic approach to understanding risk management and its place in the S&OP process will be four-fold. First, we conducted a literature review in order to gain basic S&OP process understanding and current risk management strategies. Next, we conducted thirteen hour-long phone interviews with practitioners and thought leaders in the field of sales and operations planning in order to gain insight into how companies currently discuss, assess, and act upon uncertainty within the S&OP process. Third, we conducted an online survey of various companies and consultants working in the field of S&OP to see how they currently discuss and incorporate uncertainty into their S&OP work.</Abstract>
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