Bob Stahl is an Executive S&OP expert, coach, author and educator. He was worked with some of the world's finest companies, including:
|DentSply Corp.||Dow Chemical Co.||Textron Lycoming|
Bob Stahl's more than thirty years of manufacturing experience give him a unique ability to influence operational excellence. While holding management positions in industry, Bob's efforts contributed to improvements in ROI from 8% to 48%. Since leaving industry in 1981, Bob has helped many companies in varied environments make similar improvements in their performance, crafting an implementation methodology that is low cost, low risk, high impact and quick results. This approach is explained in several of the six books Bob has co-authored with Tom Wallace.
Bob holds a Bachelor of Science degree from Villanova University, was certified (CPIM) by the American Production and Inventory Control Society (APICS) in 1980, and is recognized by Who's Who in America. He is a frequent keynote speaker at corporate meetings, professional society conferences, regional & national seminars, and chapter meetings. Bob was awarded the distinction of Best Conference Speaker at an International Conference attended by over five thousand people.
Bob heads the consulting practice for T.F. Wallace & Company. He was also the inaugural S&OP Editor and a Columnist for the Journal of the International Institute of Forecasters (IIF), entitled Foresight.
He can be reached directly at: RStahlSr@aol.com or 508-226-0477.
S&OP Principles: The Foundation for Success
By Robert A. Stahl and Thomas F. Wallace - Fall 2012 - PDF
Bob and Tom summarize key takeaways from the many books they have written on S&OP. Including offering an organizational checklist on the proper implementation and tactics for overcoming pushback from organizational inertia.
Executive S&OP: Overcoming the "Catch 22" of Implementation
By Robert A. Stahl and Joseph Shedlawski - Spring 2012 - PDF
Bob and Joe ask why, in certain companies, &OP has failed to catch on. They believe the main culprit to be the "catch-22" of change management: if top management is involved from the start, changes required by S&OP implementation may cause organizational discomfort, but falling to involve top management undermines chances of the project's success.
A CEO's Perspective S&OP and Forecasting an Interview with Phil Dolci
An Interview from Foresight Magazine - Winter 2012 - PDF
Phil Dolci has been a pioneer in the application of Sales and Operations Planning (S&OP), which seeks to unite the demand, supply, financial, and engineering personnel of an organization into consensus on its forecasts, demand plans, supply plans, and financial projections.
Executive S&OP and the Cycle of Resolution: Resolving Conflict to Align Human Energy
by Robert A. Stahl and Stewart Levine, J.D. - Summer 2011 - PDF
Bob and Stewart team up to discuss The Cycle of Resolution model for promoting the behaviors required to turn conflict into collaboration, achieving a shared vision of the future. This article combines Bob's knowledge and experience with S&OP and Stewart's research and experience in human conflict, collaboration, and conflict resolution.
How S&OP Changes Corporate Culture: Results From Interviews With Seven Companies
by John E. Mello and Robert A. Stahl - Winter 2011 - PDF
John and Bob examine the cultural impact of S&OP in seven companies, interviewing individuals who were present before and after S&OP implementations. The interview results reveal remarkable changes in corporate culture and greater satisfaction with corporate performance.
Executive S&OP: Managing to Achieve Consensus
by Robert A. Stahl - Fall 2010 - PDF
Bob addresses the framework for managing the final two steps of the five-step S&OP process, the Pre-Meeting and the Executive Meeting. Bob discusses the fact that success in using Executive S&OP comes not only from the proper application of its tools, techniques, and processes, but in large measure from the behavior of people with the willingness to get tough issues out in the open.
Resolving a Family Feud: Market-Facing versus Lean Manufacturing Families
by Robert A. Stahl and William Kerber - Spring 2010 - PDF
Two very important business processes are Lean Manufacturing and Executive S&OP. Both processes require grouping products into families but for very different uses, so there is a sharp difference between how each process defines a family. In this column, Bob Stahl and Bill Kerber show how to resolve the family feud by converting market forecasts into production requirements.
How V&M Star Converts Family Forecasts Into Resource Requirements
With Executive S&OP
by Robert A. Stahl and Amy Mansfield - Winter 2010 - PDF
Generating item-level forecasts can be complex, time consuming, and frustrating for forecasters, and can produce forecasts so inaccurate that they are not used in the planning process. In this case study of V&M Star, management uses Executive S&OP to refocus its forecasting process to family-level forecasts, which are then converted into resource requirements based on assumptions about product mix. This new approach has allowed V&M Star to gain bottom-line results of improved customer service with reduced inventories.
Executive S&OP: Simpler, Better, and More Needed than Ever
by Robert A. Stahl summer 2009 - PDF
Bob lays the foundation for understanding what the executive component of S&OP is – and where it fits in the organizational hierarchy.
How Jarden Branded Consumables Made Forecasting Simpler & Better Through Executive S&OP
by Robert A. Stahl and Brad McCollum - Fall 2009 - PDF
A case study of the demand side of the equation – forecasting – that shows how Executive S&OP facilitated significant improvements in the generation and use of sales volume forecasts.
These columns are from the Foresight Journal, published quarterly by the non-profit International Institute of Forecasters (IIF), which prints concise, objective, and readable articles for forecasting managers and analysts. Its mission is to help improve the practice of business forecasting. See a Foresight Sampler, and information about subscriptions and corporate site licenses.