Today we see companies using Sales & Operations Planning for purposes far beyond its original missions of balancing  demand and supply and integrating financial and operating planning:

• supporting the merger of two businesses into one high-performance business unit
  

• serving as the basis for earnings calls to Wall Street
  

•  helping to create a new business

•  optimizing global production plans and thus profits
  

• making cash flow projections 18 months into the future based on operational demand and supply plans
  

• and more

This book is based on case studies of nine companies and their experiences with Executive S&OP ⎯  the aggregate, high-level component of Sales & Operations Planning. Each company’s information was provided by one of  their key people, called S&OP Experts by author Tom Wallace.