The evolution of supply chain management has made significant and continuous contributions to logistical processes. This is highly relevant to crude oil logistics in Nigeria, because both indigenous and multinational oil companies who distribute crude oil from Nigerian ports are yet to adopt an integrated export logistics operation. Besides, the study explores the philosophy of supply chain management applying theoretic frameworks of supply chain process management, demand variability, and vertical integration to encourage integrated export logistics for the distribution of crude oil from Nigeria to China. In addition, the research objectives are: to identify the components of crude oil exports; to review the principles of integrated supply chain management; to analyse crude oil demand in China; to evaluate the efficiency of oil distribution, and to propose strategies that will raise the efficiency of crude oil exports to China from Nigeria. A conceptual model was developed to identify relevant issues that guide the synergy of China’s requirement for energy security and Nigeria’s crude oil supply capability. Also, both a Delphi survey and an archival research method’s were adopted to elucidate on the characteristics of the research population, the shipment frequencies between the two countries, and the sources of competing crude oil exports to China. Measures of central tendency from respondent feedback and non-parametric tests support the study’s findings. Furthermore, recommendations for strategic, operational, and tactical organisation of resources were identified to raise integrated crude oil export efficiency from Nigeria to China directed by the theoretic framework. Moreover, their implications for sustainable logistics practice in the short, medium, and long-term are considered. Finally, it was found that adopting vertical integration in a crude oil supply chain will ensure responsiveness to support export efficiency, and enhance the geographic characteristics of Nigeria for increased export shipments to China.

El presente proyecto de investigación tiene como objetivo reducir los diversos problemas que presenta el sector de construcción, específicamente las empresas concreteras, quienes ofrecen al mercado productos en base de concreto armado. Estos problemas impactan directamente en la rentabilidad y competitividad a nivel nacional. Por ello se considera necesario aplicar herramientas y metodologías de Ingeniería; con el fin de reducir costos operativos, penalidades por incumplimiento de pedidos y aumentar la competitividad. El problema identificado en este proyecto es la mala gestión y control de la producción, que incluye consecuencias directas con respecto a la calidad, planificación de operaciones y método de trabajo; generando principalmente sanciones por incumplimiento de pedidos, aumento de costos operativos y pérdida de costo de oportunidad que afectan negativamente la eficiencia del proceso de producción de postes y accesorios de concreto. Para ello, se propone la implementación de un modelo de mejora aplicando la filosofía Lean Manufacturing; cuya aplicación está enfocada a mejorar tres residuos principales en el sistema de producción: defectos, inventario y tiempo de espera. Las propuestas del estudio generaron una reducción de 6.46% productos defectuosos, una reducción de 9.50% en el indicador de penalidades, un incremento de 21% en la OEE de las máquinas y una reducción del 35% en el tiempo de ciclo. Además, se evidencio la reducción de un 1.81% en sobrecostos operativos, lo cual impacta en $30,199. / The propose of this research is to reduce several problems presented by the construction sector, specifically concrete companies, who offers reinforced concrete products to the market. These problems have a direct impact on profitability and competitiveness at the national level. For this reason, it is necessary to apply engineering tools and methodologies; in order to reduce operating costs, penalties for non-fulfillment of orders and increase competitiveness. The problem identified on this project is poor management and control of production, which includes direct consequences regarding quality, operations planning and work method; mainly generating penalties for non-fulfillment of orders, increased operating costs and loss of opportunity cost, which negatively affect the efficiency of the concrete poles and accessories production process. For this, the implementation of an improvement model is applying the Lean Manufacturing philosophy; whose application is focused on improving three main residues in the production system: defects, inventory and waiting time. The study proposals generated a 6.46% reduction in defective products, a 9.50% reduction in the penalty indicator, a 21% increase in OEE and a 35% reduction in cycle time. In addition, there was a 1.81% reduction in operating cost overruns, which affects $ 30,199. / Trabajo de Suficiencia Profesional

[pt] A tese investiga as etapas do ciclo de planejamento de vendas e operações (S&OP), ampliando o entendimento sobre as etapas pouco pesquisadas do Global Roll-up e Global Executive Meeting. Apresenta um estudo de caso múltiplo, envolvendo cinco importantes subsidiárias latino-americanas de quatro corporações multinacionais. Dois modelos de S&OP são usados para orientar as observações e análises de campo, auxiliando na caracterização do fenômeno S&OP. Acadêmicos e profissionais podem obter conhecimento em primeira mão sobre como as etapas de Global Roll-up e Global Executive Meeting são conduzidas em corporações multinacionais para melhorar seus processos de planejamento. O papel do setor de finanças nos ciclos de S&OP/ Planejamento Integrado de Negócios (IBP) também é examinado e discutido em detalhe, fornecendo informações e ideias úteis para melhorar esses processos em outras organizações, abordando outra lacuna de pesquisa. Os resultados indicam que há desafios para consolidar e usar informações coletadas de várias subsidiárias em diferentes contextos em todo o mundo, mas benchmarking interno e compartilhamento de melhores práticas são explorados, bem como oportunidades de negócios entre países em relação a excessos de estoque, possibilidades de expansão do portfólio e utilização de capacidade ociosa. Adicionalmente, as observações permitiram concluir que o envolvimento precoce do setor de finanças no ciclo de S&OP é benéfico para o negócio, agregando valor ao processo decisório nas etapas iniciais e assumindo um papel central nas etapas de Premeeting e Executive Meeting do ciclo de S&OP. / [en] The thesis investigates the sales and operations planning (S&OP) cycle steps, expanding the understanding about the under-researched Global Roll-up and Global Executive Meeting steps. It presents a multiple case study embracing five important Latin American subsidiaries of four multinational corporations. Two S&OP frameworks are used to guide the field observations and analysis, aiding to improve the S&OP phenomenon s characterization. Scholars and practitioners can gain first-hand knowledge about how Global Roll-up and Global Executive Meeting steps are conducted in multinational corporations to improve their planning processes. The role of finance in S&OP / Integrated Business Planning (IBP) cycles is also examined and discussed in detail providing useful insights to improve these processes in other organizations, addressing another research gap. Findings indicate that there are challenges to consolidate and use information gathered from multiple subsidiaries in different contexts worldwide but internal benchmarking and sharing of best practices are explored as well as business opportunities among countries regarding inventory excess, portfolio expansion possibilities, and spare capacity utilization. Additionally, observations led to the conclusion that early involvement of finance in the S&OP cycle is beneficial for the business, adding value to the decision making process in the initial steps and taking a central role in the Pre-meeting and Executive Meeting steps.

[pt] Uma quantidade crescente de pesquisas tem investigado o desenvolvimento de modelos de maturidade para a gestão das cadeias de suprimentos com referência especial ao processo de planejamento de vendas e operações (S&OP). Os modelos de maturidade representam etapas através das quais processos são definidos, implementados e melhorados. Metas e benefícios podem ser alcançados nos estágios de maturidade mais avançados do processo. Este estudo avalia o nível de maturidade do processo de S&OP no ambiente complexo de uma empresa da indústria de óleo e gás utilizando uma abordagem multimétodos. Procede a uma revisão sistemática da literatura e um estudo de caso único. Seleciona e aplica o modelo de maturidade de Grimson e Pike (2007) após a descrição do processo de S&OP da empresa através do framework de Thomé et al. (2012b), usando a triangulação entre a análise de documentos, elaboração e aplicação de um questionário e observação direta. Das cinco dimensões de maturidade, quatro (reuniões e colaboração, métricas, tecnologia da informação e integração dos planos de S&OP) encontram-se no Estágio 3 (S&OP padrão) do modelo de Grimson e Pike (2007) e uma dimensão (organização) encontra-se no Estágio 4 (S&OP avançado). Recomenda-se para avançar do Estágio 3 para o 4, ou eventualmente para o 5, a disseminação do processo para todos na empresa como ferramenta de maximização de lucros e avaliar os seguintes pontos: o envolvimento dos principais clientes no processo de previsão; a criação de um manual de S&OP; o estabelecimento de métrica de rentabilidade associada à métrica de eficácia do S&OP; a utilização de sistema integrado e otimizado vinculado ao Sistema de Negócios Integrados - SAP; e a implementação de um processo de planejamento integrado, contínuo e otimizado para demanda e fornecimento, de forma simultânea. Como contribuições práticas espera-se que a empresa possa passar de um estágio para o outro através dos aspectos críticos e pontos fortes identificados, principalmente das ações de melhorias sugeridas. Da mesma forma, espera-se a diminuição de lacunas entre a teoria e a prática atual em campo com estudos de processos de S&OP em ambientes complexos de multiprodutos na indústria de óleo e gás. Recomenda-se para trabalhos futuros a realização de pesquisas que avaliem a maturidade do S&OP em outros ambientes complexos de parceiros deste setor para reforçar a validade externa do estudo. / [en] An increasing number of research has been investigating the development of maturity models for supply chain management with special reference to the Sales and Operations Planning process (S&OP). Maturity models represent stages applied to define, implement and improve processes. Goals and benefits can be achieved at more advanced stages of process maturity. This study assesses the maturity level of the S&OP process in the complex environment of a company in the oil and gas industry through a multi-method approach. It carries out a systematic review of the literature and a single case study. After describing the company s S&OP process through Thomé et al. s (2012b) framework, the authors select and apply the Grimson and Pike s (2007) maturity model using a triangulation between document analysis, the development and application of a questionnaire, and direct observation. Among the five maturity dimensions, four (meetings and collaboration, measurements, information technology and S&OP plan integration) are in Stage three (standard S&OP) of Grimson and Pike s model and one dimension (organization) is in Stage four (Advanced S&OP). In order to advance from Stage three to four, or eventually to five, it is recommended the dissemination of the process to all the workers of the company as a tool for maximizing profits. Additionally, it is recommended to evaluate the following points: the involvement of the main customers in the forecasting process; the development of a S&OP guide; the establishment of profitability measurements associated with the S&OP effectiveness measurement; the use of an integrated and optimized system linked to SAP; and the simultaneous implementation of an integrated, continuous and optimized planning process for demand and supply. As practical contributions, it is expected that, by analysing the critical aspects and strengths identified and implementing the improvement actions suggested by this research, the company will be prepared to move to the next stage. Furthermore, the current research aims to narrow the gap between theory and current practice in the field with studies on S&OP processes in the multi-products complex environment of an oil and gas industry. For future work it is recommended to apply this methodology to assesses the maturity of S&OP in other complex environments in the oil and gas companies to strengthen the study s external validity.

All companies deal with tactical planning questions and decisions, for example balance demand and supply, to be able to create an acceptable delivery ability without too much inventory or resources/capacities. For that, some companies use Sales and Operations Planning (S&OP) as their tactical planning process. The ongoing customization wave applies to more and more products and there is a general displacement from standard products, manufactured to stock, towards more customized ones where the product is either assembled-, manufactured-, or engineered-to-order (ETO). This displacement brings an increased complexity into tactical planning questions and decisions, which might be new to a company and must be handled efficiently. The use of S&OP in an ETO context is, however, rarely documented. The possibility for companies to store large amounts of data and the availability of technologies such as Machine Learning (ML) to make predictions, opens up for an improved decision support for S&OP. ML models are normally trained with large datasets, and this is a challenge in an ETO context since there are normally small datasets to work with. Moreover, the use of ML in S&OP and ETO contexts are rarely documented. The purpose of this thesis is, thus, to explore where and how ML can be a useful tool for tactical planning, such as in S&OP in an ETO context. This thesis takes the first steps toward using ML as a decision support for S&OP in an ETO context. Three studies have been performed to map the current state of ML in S&OP in ETO contexts, to understand the challenges and tasks connected to S&OP in an ETO context, and to explore some of the considerations required when implementing ML in S&OP in an ETO context. The main findings indicate that implementing ML in an ETO context with the purpose of improving S&OP requires an understanding of challenges and related tasks before starting any ML implementation projects. Further, considerations are required before starting to understand available data and to build data models. Tasks for ML must also be understood and agreed. Mechanisms behind occurring challenges need to be understood as well. What is driving trust for a technology and the business process is also important to understand and prepare for, ahead of an ML implementation. The results of the studies are (i) a model presenting the different parts of S&OP in an ETO context, (ii) specific challenges and related tasks, (iii) a model of critical aspects of trust connected to the process, the technology, and the combination of the two, and finally, (iv) a model for assisting in understanding the mechanisms behind capacity and load in engineering. / Alla företag hanterar taktiska planeringsfrågor och beslut för att till exempel balansera tillgång och efterfrågan för att kunna skapa en tillräckligt bra leveransförmåga utan för mycket lager eller resurser/kapacitet. Vissa företag använder sälj och verksamhetsplanering (SVP) som sin taktiska planeringsprocess. Den pågående vågen mot ökad kundanpassning gäller för allt fler produkter vilket ger en förskjutning från standardprodukter, tillverkade mot lager, till mer kundanpassade produkter där produkten antingen är monterad, tillverkad eller konstruerad mot order (engineer-to-order, ETO). Denna förskjutning medför en ny ökad komplexitet i frågor och beslut kopplade till taktisk planering för företag och måste hanteras på ett effektivt sätt. Litteraturen är fåtalig avseende användningen av SVP i en ETO-kontext. Möjligheter för företag att lagra stora mängder data och tillgänglighet av teknologier som maskininlärning (ML) ger möjligheter att använda ML-prediktioner som beslutsstöd i affärsprocesser som SVP. ML-modeller tränas normalt med stora datamängder, och det är en utmaning i en ETO-kontext eftersom det normalt är förknippat med små datamängder. Litteratur avseende användningen av ML i SVP och i ETO-kontext är också den fåtalig. Syftet med denna forskning är att utforska var och hur ML kan vara ett användbart verktyg för taktisk planering såsom SVP i en ETO-kontext. Här tas de första stegen mot användningen av ML som beslutsstöd för SVP i ett ETO-sammanhang. Tre studier har genomförts för att kartlägga litteratur kring ML för SVP i ETO-kontext, för att förstå utmaningarna och uppgifterna kopplade till SVP i en ETO-kontext och för att utforska några av de överväganden som krävs vid implementering av ML i SVP i en ETO-kontext. De viktigaste resultaten indikerar att implementering av ML i ett ETO-sammanhang med syftet att förbättra SVP kräver en förståelse för utmaningar och relaterade uppgifter innan man startar ML-implementeringsprojekt. Vidare krävs överväganden innan tillgängliga data analyseras och datamodeller byggs. De som ska utföra implementeringen behöver förstå och komma överens om vad uppgiften är. Förståelse för mekanismer bakom utmaningar som uppkommer krävs också. Vad som driver förtroende (trust) för en teknik och affärsprocess är också viktigt att förstå och vara förberedd på inför en ML-implementering. Resultaten av studierna är (i) en modell för att presentera de olika delarna av SVP i en ETO-kontext, (ii) specificerade utmaningar och relaterade uppgifter, (iii) en modell med kritiska aspekter av trust kopplat till processen, teknologin, och kombinationen av de två och slutligen (iv) en modell för att förstå mekanismerna bakom kapacitet och beläggning inom orderkonstruktion.

Sales and Operations Planning (S&OP) is used as a tactical business process to balanceorganisations’ demand and supply. This is done through long-term planning of manufacturing and sales in comparison to the forecasted demand and resource capacity planning. S&OP link the corporate strategic plan to the day-to-day operation plans. Based on S&OP, a more advanced and mature model named Integrated Business Planning (IBP) has been developed. IBP have a stronger consideration of the financial perspectives of the outcomes in the processand increases the collaboration of the end-to-end supply chain. The case company; Nouryon, transitioned from S&OP processes to IBP in 2019. However, the organisation’s implemented model was unsatisfactorily received, therefore an initiative to redeploy and improve the Integrated Business Planning processes started. The purpose of this research is to analyse how the organisation’s IBP processes can be improved, by structuring and developing standardized processes. The Master Thesis project was conducted in collaboration with Business Planning managers and executives globally throughout the organisation. To achieve the purpose of the project, a literature review, interviews, observations, document collection and a questionnaire were executed at Nouryon’s Nordic Business Center. Nouryon’s Integrated Business Planning processes were mapped by collecting and analysing internal data.The current state was evaluated against the literature to identify any gaps from a theoretical perspective to fulfil the processes. The organisation’s current maturity level was evaluated by applying thematic content analysison the interviews, internal company document collection and outputs from the questionnaire. These were based on several research frameworks in S&OP maturity levels and Oliver Wight’s Class A Checklist for Business Excellence. Consequently, deriving improvements of how Nouryon could reach a higher maturity level. The results of the thesis project were presented and used in internal workshops together with global cross-functional teams. New and improved Integrated Business Planning processes were drafted in the workshop for the PMR meetings. The workshop for SMR is planned for a later date and will be conducted using a similar format. In conclusion, no theoretical standard framework for using IBP is available. Various literaturesources present theories on how organisations should form their processes, including a guideline on what topics should be covered in the IBP meetings. Nouryon can achieve a higher maturity level in its IBP processes, by addressing improvement suggestions related to the analysis of this project. Furthermore, the recommendations were collected, summarised, and categorised using an impact and effort matrix for efficient implementation.

The purpose of this dissertation is to propose a framework for sales and operations planning (S&OP), which is based on a modularized view of supply chains. The framework should support both process industries and discrete manufacturing industries in their quest for performance. S&OP has been highlighted in this framework due to its essential role in integrating different functions within a company and integrating a company with its supply chain partners (referred to as horizontal integration), and linking different planning levels in a company (referred to as vertical integration). As an integrator, S&ÖP influences companies’ performance. Originally, S&OP was developed as a generic process but still in line with the requirements of discrete manufacturing industries. The specific requirements of process industries have not been emphasized in this process to the same extent. In order to suggest a modularized S&OP framework for both process industries and  discrete manufacturing  industries, a systematic literature review is performed to understand the specific characteristics of S&OP in process industries. As a result, the importance of continuity/discontinuity of materials and its influence on the required production processes are highlighted. This indicates that the production process in process industries is actually a hybrid of continuous production and discrete production, whereas the discrete manufacturing industries often only deploy discrete production. Continuous production has specific characteristics that would be beneficial to include in the S&OP process; nonetheless, this is in contrast to the view in the literature that considers S&OP a generic process. Generic here means that S&OP is independent of the context in terms of, for example, the industry in which it is implemented. This issue is investigated in this dissertation by identifying the requirements, which can be considered in the S&OP of process industries as add-ons to the generic S&OP. In addition to this, two other concepts addressing the properties of the production process are identified as important in planning and control, including S&OP. One addresses the level of repetitivity of the production process in response to the market demand, and the other concerns the trigger of the production flow. The three concepts are related to three different types of decoupling points and are the basis for a typology developed herein that provides a modularized view of supply chains. The application of the typology to S&OP leads to a modularized S&OP framework applicable to both process industries and discrete manufacturing industries. The modularized view of supply chains has been long emphasized as an effective and efficient way to support companies’ performance and their competitive position. The typology and the S&OP framework are developed through conceptual research methods. To study how the modularized S&ÖP framework is related to companies’ performance measures, different performance measures (including sustainable performance measures) at the S&OP level are extracted from the literature. The performance measures are then classified according to the typology, and linked to strategic performance attributes. Aligning performance measures at S&OP levels and strategic performance attributes would help in enhancing companies’ performance. Sustainable performance measures are included in this classification to provide additional support for companies’ performance. Finally, this approach in classification of  performance measures is studied in four case companies, and the empirical performance measures are linked to the companies’ strategic performance attributes and competitive strategies. The results of this empirical study have, to some extent, verified the results from the classification of performance measures based on the literature. This dissertation contributes to the development of knowledge in S&OP. First, it identifies three key concepts in planning and control of manufacturing companies. Second, it investigates how S&OP should be tailored to the specific characteristics of companies and their supply chains. The modularized S&OP framework developed in this dissertation is based on the three identified concepts. This framework provides a foundation for fulfilling the supply chains needs by suggesting decision-making processes, planning techniques, and performance measures for different modules. More specifically, this work investigates how S&OP should be designed and implemented in process industries, which has not been extensively studied before. Third, this dissertation shows how S&OP level performance measures can be selected in line with the specific characteristics of supply chains. Finally, by integrating the sustainable performance measures in the S&OP process, this dissertation expands the scope of S&OP and its potential in supporting companies’ performance.