Application of Roadmaps to Identify Gaps in the Implementation of Sales and Operations Planning in Large Industries

doi:10.21203/rs.3.rs-2444091/v1

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Application of Roadmaps to Identify Gaps in the Implementation of Sales and Operations Planning in Large Industries

https://doi.org/10.21203/rs.3.rs-2444091/v1

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This research aims to detail the maturity levels in the use of Sales Operations Planning and to propose the development of roadmaps to identify problems in the implementation of the model in companies. The Research Problem is related to how to apply roadmaps to identify gaps in the implementation of sales and operations planning in large size industries and the general objective is to apply roadmaps to identify gaps in the implementation of sales and operations planning in large size industries. In the bibliographical research several studies about SOP were found, which are presented in the theoretical framework of this work, as well as studies about roadmaps. The research method used is Design Science Research (DSR), which details the research structure and, after identifying the problem, proposes the use of a tool (instantiation artifact) to support the identified solutions. Data Collection is based on the instrument developed by Grimson and Pyke (2007), which measures the maturity level in the use of SOP in organizations and allows a deep detailing of the operations inherent to the processes. For the topic of roadmaps, the research of Phaal, Farrukh and Probert (2004) is used, which establishes important criteria that complement the objectives of this research. The expected results will be presented in the final analysis, which aims to describe the operations of each industry, classify them according to the SOP utilization levels, and identify the main gaps for the model's full utilization. After this analysis, roadmaps will be generated, highlighting the opportunities observed in the processes. Finally, proposals directed to the main desired managerial results, academic aspects, research limitations and future studies will be presented.

Inventories

Management

Rodmaps

Sales and Operations Planning

Procurement

The work of managers in the search for more efficient processes at lower costs is a continuous challenge in organizations. At times when economic fluctuations are more latent, it is necessary to prioritize the definition of strategies and long-term planning, establishing leaner processes for maintenance and balance in the company's financial results. This reflection by Bagni and Marçola (2019) gains even more strength in the current context, where the planet is going through one of the biggest challenges in its history, the COVID-19 Pandemic.

Given this scenario, the concern about the efficiency of production models, supply chain performance, and the distribution of products in national and international markets increases. According to Valor Econômico (2021), the lack of raw materials has been affecting the performance of the economy, as well as the increase in the price of steel, the difficulties in transportation and the flow of production. This set of elements is making the recovery even slower, as well as the fear of a possible increase in inflation.

Thus, the need for attention to inventory levels, information flow planning, supplier relations and the respective relations with the production processes, which are sensitive elements and of great concern to the companies' executives, is also gaining strength. This is what Dinter (2013) reports, which also highlights the importance of information planning in the supply chain, as well as the elements linked to demand forecasting that represent the beginning of the process and support important decisions throughout the production chain.

Working with the theme of sales and operations planning, Grimson and Pyke (2007) developed a classification that evaluates in detail the main processes linked to the model, mapping the transversal elements that synchronize information and flow through the company's areas, such as meetings and collaboration, organization, performance measures, information technology, and integration plan. After the analysis of each process, the stage of maturity in use is defined, which classifies the company according to the SOP management. There are five stages, defined as non-existent, reactive, standard, advanced and proactive.

The present research uses this study as a basis for evaluating the use of SOP and detailing the processes of the companies researched, because it is understood that the level of detailing proposed by the authors establishes a positive scenario for a full analysis of the processes involved. It was also decided to apply the research in large industries due to the representativeness of the information that will be generated, financial volumes and the density of the results in the context. Thus, the final analyses are also enhanced, structuring the information for future publications. Data collection was carried out by means of the instrument developed by Grimson and Pyke (2007), which was duly translated and previously tested. After the collection, the classification of each company will be presented according to the authors' model.

From this step we will have the adjusted scenario of the companies' positioning and how they use the SOP. At this stage, the problems encountered in the implementation of the model will also be mapped, which leads to the opportunity of how to deal with the theme. It is at this point that the use of roadmaps comes in, as a tool for the research sequence and the final proposal. Roadmaps are illustrative charts that help visualize the future and the company's systemic thinking. This is what Coelho, Botelho Jr. and Tahim (2012) deal with, identifying the planning of processes as a future projection, which allows understanding the strategic evolution paths of the organization.

Next, the main element of this study will be presented. With the SOP analysis observed in the application of Grimson and Pyke's (2007) instrument and the design of the opportunities and strategic paths represented in Phaal, Farrukh and Probert's (2004) roadmaps, the opportunity maps of each company will be developed. A structured tool to point the paths and solutions to the problems generated in the implementation of the SOP.

To organize the research, we chose the Design Science Research (DSR) method, which addresses a sequence of elements for the development of this work's proposal. DSR essentially involves the design of a solution to an applied problem with scientific validation. One of the main elements of this model is the so-called instantiation artifact, which represents a tool for approaching a specific problem and the directions for its solution. Table 1 below represents a summary of the theoretical and practical justifications for this research, as well as the respective research authors and the base year.

Table 1

– Research motivations
JUSTIFICATIONS			AUTHOR		YEAR
Theoretical Justifications	Transversal perspective and integration of information in the organization.		Grimson e Pyke		2007
	It structures an operations plan based on the processes and consensus of the areas, to meet the foreseen demands.		Gregory		1999
	The programming horizons are more restricted and the expansion of the long-term vision enhances the importance of demand forecasting.		Goh e Eldridge		2019
	Non-use of integrated systems, from the company's strategic plan to production operations and connections with suppliers and clients.		Oliva e Watson		2011
Practical Justifications	Current economic oscillations provoked by the COVID-19 pandemic, suggesting a possibility of recession for the year 2022.	CNN Brasil		2021
	Order shortages and consequent shortening of scheduling horizons, as well as unbalanced inventory levels.	Goh e Eldridge		2019
	Companies are in the midst of a cultural change process.	Oliveira		2021
	The impacts on the labor market	Torraga, Migues e Dweck,		2020
Source: authors

This section discusses the main theories concerning SOP and presents different approaches on how companies use the model in their operations. Theories concerning roadmaps are also presented, also as a key theme of this research. It is sought at this stage to structure the issues that will serve as a basis for the final analyses, as well as to establish the connections between the references to structure the model that will be addressed as the final deliverable of this research.

2.1 AN OVERVIEW OF SOP

The SOP aims to link the company's plans related to the commercial area to the production and operations plans, reducing acquisition costs and making companies more agile. For Lapide (2004), companies need to apply the SOP culture in all functions and levels, as well as in their suppliers and clients, with the best possible technology. For Radjou et al. (2003), as information technology evolves, attempts are made to apply technological solutions without addressing the business processes, leading to execution failures and difficulty in obtaining results.

The research developed by Lapide (2005), establishes a framework about the SOP model, detailing the stages and how to implement it. The model presents the business plan and the corporate strategies as drivers of the entire operation. After that, five stages are described:

context: is the description of the context that the company is inserted, such as the region, products and internal planning;

inputs: are the input elements in the process, such as functional plans, schedules, inventories, budgets and costs;

SOP structure and processes: where the actual process is established, which is divided into three parts (collaborative meetings, organization and information technology);

results: represents the integration that occurs between the commercial area and production, organized by indicators; and

profit: final result for the organization.

The literature also emphasizes the importance of preparing the organization for such processes, such as training or other cross-functional initiatives (RANGARAJAN et al., 2018). The authors point out that lack of knowledge about the model can cause problems in the decision, planning, and implementation processes, especially at the middle management levels.

Relative to the level of use of the SOP, detailing how the model is positioned in companies from the research presented in the literature. This is what Lapide (2005) reports, proposing a maturity model that classifies the SOP processes in stages. The author's objective is to help companies diagnose their current state, identifying the stages that will help them reach an ideal level. The model classifies the company into four maturity levels: marginal, rudimentary, classic, and ideal. Three processes are evaluated: meetings, operation processes, and technology.

The research conducted by Grimson and Pyke (2007) investigates and develops a framework for SOP integration based on five main dimensions. These dimensions are composed of meetings and collaboration, organizational structure, performance measurements, information technology, and plan integration. The framework proposes five stages of SOP maturity and classifies companies according to the stages of the framework.

The authors point out that in Stage 1 there is no meeting planning and practically no collaboration between the sales and operations departments. The sales area works independently from operations, interacting only when customers are complaining about late or poor-quality deliveries. In Stage 2 it addresses sales and operations issues that are discussed in general management meetings. A strong segmentation mentality persists in this stage, with little collaboration between employees from different departments. In Stage 3, the authors report that SOP processes become formalized. The sales and operations areas hold internal pre-meetings before the formal SOP meetings and the plans, despite their separate design, may have their information shared at some point.

In Stage 4 the main customers and suppliers participate actively, passing to the focal company only general information to support the SOP process. And finally, Stage 5, companies focus on smaller event-driven meetings that replace the regular long SOP agendas. Companies that are positioned in this stage have dedicated staff and supply chain partners with real-time access to internal and external data. With strong information technology involvement, sales and operations managers receive early warnings of impending disruptions and can take appropriate action.

2.2 ROADMAPS

In a preliminary analysis the roadmaps are illustrative frameworks that favor the future thinking of an organization. This is the perspective of Coelho, Botelho Jr. and Tahim (2012), who also discuss the strategic planning framework, which allows better visualization, development and exploration of growth paths and monitoring of actions with a view to strategic objectives.

Probert and Radnor (2003) report that the United States automotive industry gave origin to the method, whose process of evolution and conception of the roadmap structure is called roadmapping. According to Willyard and Mcclees (1987), the first references on the subject date from the 1970s. The authors report that Motorola already used the model in the 1980s, creating two types of technology roadmaps: Emerging technology roadmap and Product technology roadmap.

Phaal, Farrukh, and Probert (2004) report that roadmaps aim to support the development, communication, and implementation of business and technology strategy. They represent a powerful technique that supports technology management and planning, especially for exploring and communicating the dynamic linkages among diverse resources, organizational goals, and the environment in which the firm is embedded.

2.3 INTEGRATION OF THE THEORIES

The purpose of this section is to seek the connections necessary to build the foundation of this research. It is an important moment where the fusion of the concepts of SOP and Roadmaps will be contemplated, a relation not found in the literature scan made for the conception of this work, as well as the framing of the tool as the instantiation artifact linked to the DSR. Regarding roadmaps, the theory highlighted for merging with SOP is Phaal, Farrukh and Probert (2004), which approaches roadmaps as a visual representation based on time, always directed to future strategic perspectives. The figure developed by the author highlights in the upper layer the strategic and market perspectives, in the lower the available resources, and in the intermediate layers the products, services, and technologies involved. The model also brings reflections for the evaluation of when to do, what to do, why to do, and how to do (linked to the strategic objectives), reinforcing the practical nature of the model and the focus on the expected results.

Starting with the conception of the new model, it is understood that the key parameters that describe the roadmap layers can be related to the SOP key-processes. For this, initially, a legend was created for the questions that detail each process of Grimson and Pyke's (2007) model. This legend will provide a better view of the paths and opportunities represented by the roadmaps. As logic for defining these legends are used:

the first letters of the process name;

maturity stage (1 to 5) and;

a letter (A, B or C) that represents the stage defined by the research instrument.

The Table 2 presents two examples of the model created by the author.

Table 2

Example of composition of legends for the proposed model
Exemple	Process SOP	Stage	Specific Process	Suggested Legend
Exemple 1	Meetings and Collaboration	1 - No SOP Process	Item B - No SOP Meetings	RC1B
Exemple 2	Information Technology	5 - Proactive	Item A - Optimization and SOP software integrated to the Company's ERP.	TI5A
Source: authors

Appendix A presents the table with the legends created for the development of the model based on Grimson and Pyke's (2007) instrument, and Appendix B represents the merging of the two theories, as well as the respective legends for each process. This table also represents the artifact instantiation, a key element of the DSR theory. It is crucial to highlight here the secure connection of the figures from their structures. The sequence of layers in Phaal, Farrukh, and Probert's (2004) roadmaps is called Key Parameters, while in Grimson and Pyke's (2007) SOP figure it is called Key Processes. In the top layer of the roadmaps are the purpose and the "why to do". Relating to the SOP model, in the top layer are the reasons to do and the defined strategy, which are represented in the most important element of the model: the SOP integration plan.

In the middle layer we have in the roadmaps the "what to do", which is detailed as developed products, performance, opportunities and risk. In the SOP are the indicators, measures and capabilities. In the lower layers, the new model unites two lines, because the roadmaps deal with resources and how to do, addressing technologies, competencies and knowledge, exactly what the SOP model deals with. In the last layer, the roadmaps address organization, partnerships and projects. In SOP we have here the union of Grimson and Pyke's (2007) last two processes, where the elements of team organization and meetings are addressed.

DSR aims to study, research, investigate, and design artifacts to solve problems, evaluate what has been planned, what is working, and communicate the results, both from an academic and organizational perspective (BAYAZIT, 2004). The main elements of research are listed in Table 3.

Table 3

Stages and notes of the DSR method in this research
Stage of DSR	Information
Identification of the problem	It is linked to the difficulty found by the companies in the implementation of the SOP and the evolution to higher maturity levels in their operations. Slow and inaccurate decision-making process, with possible financial losses in several stages.
Definition of expected results	Identification of maturity levels in the use of SOP and the construction of roadmaps with the paths for the full use of the model in the industries.
Design and development	Choice of the Companies, definitions regarding the research instrument, forms of application and final analysis.
Demonstration	Construction of the proposed model (Instantiation Artifact), as well as the structure for information collection, model validations, what will be created, forms of applications and tests.
Evaluation	Discussions about the expected results of the research.
Communication	Managerial analyses and how the instantiation artifact should be used to solve problems.
Source: authors

This chapter will present the analysis of the maturity levels of the companies researched and the information obtained in the companies. As already reported, the research uses primary data sources, which are collected only and exclusively from the questionnaire applied with the managers of the areas involved in the SOP of the participating companies. For this information collection, Grimson and Pyke's (2007) research instrument was used.

The first company researched operates in the transportation segment, focused on the production of bus bodies. It has been in the market for 70 years and has more than 10 thousand employees. Its production is distributed in 5 plants in Brazil, where three families of products are produced: urban buses, intercity buses, and micro-buses. Currently, it has five other plants in Brazil and ten plants abroad. It has a production capacity of approximately 240 buses / day.

The analysis of the maturity level positioning of the company surveyed points to a result in the "Standard" range, as shown in Table 4. In general terms, the company presents very precise integration controls; however, the areas act in an isolated way. There are many software programs involved that work in a very effective way specifically in certain phases of the operation, but without a formal integration. Similarly, the performance indicators control the processes in a precise manner, but the lack of an independent management structure to organize the SOP, points to this intermediary positioning in the evaluation model.

Table 4

Result of the company positioning evaluation
	Stage 1	Stage 2	Stage 3	Stage 4	Stage 5
Meetings and Collaboration			X
Organization		X
Measurements			X
Information Technology			X
Integration of SOP Plans			X
Final Position	No SOP	Reactive	Standard	Advanced	Proactive
Source: authors

The second company researched in this study is a planned furniture industry located in the city of Flores da Cunha, Rio Grande do Sul. The company was chosen because of its representativeness and relevance in the Serra Gaúcha region, being one of the largest industries in the segment. The company stands out for its high standard furniture, customization of items, production processes, and management model, which point to excellent financial results in recent years.

The analysis of the maturity level positioning of the company surveyed points to a result in the "Reactive" range of the model, as shown in Table 5. In general, the company presents a complex production process due to the customization of its products, but it does not have integration processes that point to a structured SOP system. As already reported, there are some meetings that involve some important areas, such as the Supply Chain meeting, for example. However, the lack of participation of the commercial area and the consequent lack of actions to forecast demand, points to a process that is still developing the model. There is still a lack of performance indicators, and some software is used in the process, but also without formal integration. In conclusion, the evaluation of the second company points to an initial positioning in the evaluation model, in Stage 2, "reactive".

Table 5

Result of the positioning evaluation of the company
	Stage 1	Stage 2	Stage 3	Stage 4	Stage 5
Meetings and Collaboration		X
Organization		X
Measurements			X
Information Technology		X
Integration of SOP Plans		X
Final Position	No SOP	Reactive	Standard	Advanced	Proactive
Source: authors

The third company researched is a manufacturer of transportation implements that started its activities in 1949 in a small mechanical workshop specialized in the reform of industrial engines in the city of Caxias do Sul, in Rio Grande do Sul. As the years went by, the company became a giant in the global metal-mechanic industry, acquiring and setting up several companies. The company has twenty-six industrial units worldwide and a presence in more than one hundred countries, with the main activities being carried out in the USA, Mexico, Peru, Chile, Argentina, Colombia, Uruguay, Holland, Germany, Kenya, Algeria, Ivory Coast, South Africa, India, China, Dubai, and Egypt.

The analysis of the maturity level positioning of the company researched leads to a result in the "advanced" level of the model, as shown in Table 6. In general, the company presents a very large volume in its operation and the integration processes are very well executed. The meetings with the participation of the areas are very important and place the company in a higher level of conduction of the subject. The information coming from suppliers and distributors in the demand forecast processes are extremely relevant to support stock control and production process management.

Table 6

Positioning evaluation of the third company
	Stage 1	Stage 2	Stage 3	Stage 4	Stage 5
Meetings and Collaboration				X
Organization			X
Measurements			X
Information Technology				X
Integration of SOP Plans				X
Final Position	No SOP	Reactive	Standard	Advanced	Proactive
Source: authors

The fourth company researched produces friction materials (brake linings and pads) for light and heavy vehicles. It was founded 1954 and has a brand of good management, expansion, and good investments in technology. It is currently one of the ten largest manufacturers of friction materials in the world, distributing its products to the OEM, aftermarket and export market segments. Besides Brazil, it has plants in the United States, Argentina, Uruguay, India, and China. Currently the company has approximately two thousand three hundred employees.

The analysis of the company's maturity level positioning points to a result at the "standard" level of the model, according to Table 4. The production volumes and different types of codes are executed from integration processes are well defined. At this point, the exclusive meetings for discussion and evolution of the SOP stand out, with the participation of the areas, however, the information coming from suppliers and customers is not contemplated in its plenitude for adjusting the demand forecast and supporting stock control. In conclusion, the evaluation of the fourth company in the evaluation model is defined as Stage 3, class "standard".

Table 4

Evaluation of the positioning of the third company
	Stage 1	Stage 2	Stage 3	Stage 4	Stage 5
Meetings and Collaboration			X
Organization				X
Measurements			X
Information Technology			X
Integration of SOP Plans			X
Final Position	No SOP	Reactive	Standard	Advanced	Proactive
Source: authors

From this step on, the roadmaps will be presented, according to Phaal, Farrukh and Probert's (2004) model, as well as the paths and opportunities for full SOP implementation, according to Grimson and Pyke's (2007) model. Visual perception is important at this point, and it can be observed that, due to the progressions to more advanced maturity levels, the paths represented by the roadmaps are positioned more to the right of the figure. The more "immature" the company is in SOP, the larger the gaps are, leaving the map with more red boxes. Since at the bottom of the figure are the resources and at the top the goals, it is safe to say that the more problems there are at the bottom, the more difficult it will be to achieve the goals.

The analysis of the first company points to a phase of SOP implementation, but many processes were already being applied and the mapping was performed in order to verify the evidence that was happening at that moment. It can be observed in the final map in Fig. 1 the few processes that are not contemplated and how the organization deals with the subject in a structured way. The importance given to meetings to discuss the SOP and integration with suppliers and customers (distributors) can be highlighted. The company also has a defined organizational structure for SOP, which allows agility in the processes and decision making in favor of the model. As negative points, one can observe the problems in the integration of internal systems and the lack of KPIs to guide the measurement of the overall SOP efficiency.

The second company surveyed, in its final analysis, points to a phase of SOP implementation, but still at an early stage. The top management has been raising the importance of the subject with the teams in a very structured way. Figure 2 represents the final product of this article, with the Company's information. At the time of the research there were many initiatives and a structured project to put the SOP into practice, including a consulting firm hired to deal with the subject.

However, the company still lacked greater structure. As positive points, the integration meetings with the commercial area, the way the company handles its demand planning and the lean production operations were highlighted. As negative points, one can highlight the many systems involved without integration and also the lack of indicators that evaluate the efficiency of SOP in operations.

The third company surveyed is more advanced in terms of the application of SOP compared to the companies analyzed in this research. The way management prioritizes the subject places the company on a very prosperous path for the evolution of the subject. Figure 3 presented below represents the final product of this article, with the information from the second company. Even though the dedicated team has mostly partial dedication to SOP, it is noticeable that the subject is dealt with in a well-structured way in the company. The communication, information flow and the decision-making process are agile and the full implementation of SOP must occur in an agile manner.

As for the technology systems, it is clear that the company has a robust ERP system and that a large part of the management and decision-making process happens through integrated Excel spreadsheets, making the decision making process agile, but with the possibility of failures during the processes. In this sense, the roadmap base paths are defined in a satisfactory way, regarding its resources and technology. Its initial layers form an important basis so that the upper layers can fully act with the model in the future.

The processes of the fourth company surveyed are also well structured and represent important elements of the business characteristics. Its suppliers are mostly chemical industries from outside the country, which makes the process of stock adjustment and contacts with suppliers even more complex. Its roadmap is represented in Fig. 4.

It can be observed in the research that the teams responsible are formally defined, but still do not have exclusive dedication to managing the model. The way the meetings are structured internally are also a positive highlight in this analysis, however, the peculiarities involving suppliers (import of chemicals), mostly establish a complex scenario of communication, purchased volumes, prices and inventory control of minimum purchase lots.

The current technology is directly related to the communication between the areas involved, because the fact that there is no centralization of the SOP information in a software establishes a scenario of greater possibility of gaps in the upper layers of the model and consequently an opportunity of evolution for the company represented in the roadmap paths. The definition of the three initial layers of the model, regarding its resources, form an important base, but with some evolution opportunities.

The study presented an important scope of alternatives and opportunities for the managers who are inserted in the supply chains of the organizations. It is important to emphasize in the interviews with the managers the need to fully use the SOP. It was noticed a unanimous desire to implement the model, due to the potential results and historical efficiency of other operations. Throughout the work, the barriers and the reasons why companies do not succeed or at least do not take full advantage of the resources and possibilities of results that SOP can present also become evident, this being the main line of research.

From the definition of the main SOP processes, the artifact created allows the identification of elements or gaps for the model's full utilization, allowing the visualization of opportunities directed to the organizations' strategies. Both theories bring very present elements of focus on results and direction to the organizations' main objectives, working as an integration element for competitiveness and information fluidity for decision making.

Analyzing the roadmap figures, it is clear initially the importance of establishing an organization of people dedicated to the SOP, with autonomy and leadership in conducting the processes. Soon after the organization of meetings and the definition of who will participate in this team for the implementation and evolution of the project. This is understood as the structure for the beginning of the project and if it is not contemplated, the chance of failure increases significantly. After these definitions come the main barriers: information and performance indicators. The information systems must be integrated, especially those of the commercial area and those of programming, procurement, and production line supplies. This improves the decision-making process, making it more agile and precise.

As the SOP implementation evolves, it is necessary to evaluate the effectiveness of what is being worked on. It is at this point that the structuring of performance indicators for measuring the effectiveness of SOP gains strength. These KPIs can be linked to the success of the demand forecast, introduction of new products, inventory levels, financial margins of the business and finally the overall effectiveness of SOP. Finally, it is also important to analyze and evaluate how the companies' strategies are defined and what they are discussing as the purpose of the projects. This is the main point of the model, and it must have the participation of the organization's top management, because the integration of processes and sectors must have the support of the company's highest levels. The processes must coexist, with collaboration and focus on the organization's results.

The difficulty in implementing the SOP is the central theme of this study and this was proven in all the interviews, because the managers want to implement the SOP, however they have difficulties due to lack of knowledge of the key processes or lack of understanding of some basic resources to start the projects.

Regarding the academic implications, it is understood that this study expands the frontier of knowledge and makes important reflections concerning supply chain management. The development phase of the theoretical framework and the integration of the themes (SOP and roadmaps) provided this advance, especially with the relations of the dimensions, from their base and resources to the top, when the objectives and strategies are related. Another important academic implication was the transformation of Grimson and Pyke's (2007) research instrument into a basis for roadmap design, especially with the creation of legends and paths for full use of the model.

As for the managerial implications, it is understood that the research is very promising, because in the understanding of the interviewed executives, the ways to solve problems and the gaps in the implementation of SOP are fundamental elements for the turbulent scenario in which companies are living. The reductions with inventory costs and the improvement of several processes are elements of efficiencies that will advance in higher levels of productivity, as well as several management indicators, especially with the participation of the commercial area and the market information. The more fluid vision of information and the communication processes of the meetings, elevate the importance of the data coming from the customers, providing a long-term vision focused on results.

While the work, elements related to the limitations of the research were also evidenced. In the beginning, several visits to the companies were scheduled, as well as field research and visual observations of some processes. However, due to the Covid-19 Pandemic, most of the visits were not allowed and the interviews were mostly conducted electronically. Another perceived limitation was regarding the presentation of some more specific indicators and financial results. The companies were not receptive about opening strategic information in this regard. Including in the participation and interviews with members of the financial area, an element that did not advance in any company.

Regarding future studies, during the research it can also be observed the possibility of applying the proposed model also in companies of other sizes. Medium and small sized companies also have difficulties in managing their inventories, and because they have an immediate need for resources, the relevance of using the SOP can be proven. Still in relation to future studies, it emerged while the work the possibility of advancing in the issues of demand forecasting, as well as advancing in the theme of performance indicators. This is a key point of the model and with potential interest in organizations to improve the focus on results and process improvement.

Ethical Approval

not applicable

Competing interests

(always applicable and includes interests of a financial or personal nature)

Authors' contributions

Denis Chidem

The author took the research and wrote the paper.

Gabriel Vidor – corresponding author: [email protected]

The author took the research and wrote the paper.

Janine Fleith de Medeiros

The author wrote the paper.

Leonardo Dagnino Chiwiacowsky

The author wrote the paper.

Funding

Any funding received

Availability of data and materials

All data are addressed in the paper

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Application of Roadmaps to Identify Gaps in the Implementation of Sales and Operations Planning in Large Industries

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Abstract

Figures

1. Introduction

2. Theoretical Framework

2.1 AN OVERVIEW OF SOP

2.2 ROADMAPS

2.3 INTEGRATION OF THE THEORIES

3. Methodological Procedures

4. Analysis Of The Maturity Levels Of The Use Of S&op In The Researched Companies

5. Final Analysis Of The Companies Based On The Proposed Model

6. Conclusion

Declarations

References

Additional Declarations

Supplementary Files

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