For almost 50 years, the operations/supply chain profession has been embracing the sales and operations planning process to balance supply and demand in complex supply chain networks. As a former S&OP process owner for three Fortune 100 manufacturers, I can identify with the challenges associated with developing the process and sustaining it as well. With more and more tools emerging, especially supporting solid supply chain risk management, the future looks bright for strategic S&OP. -Gregory L. Schlegel, CPIM, CSP, Jonah, Founder, The Supply Chain Risk Management Consortium, Executive-in-Residence, Center for Supply Chain Research, Lehigh University

In today's market environment where strategic priorities revolve around the diverse business objectives of exploring growth in untapped markets, lowering costs and working capital levels, keeping long-term growth intact, and strengthening the extended supply chain, it is vital that organizations perform inclusive integrated business planning (IBP). The "inclusion" considers multiple angles – partners in the supply chain, business functions like finance and product management, end consumers and digital capabilities. -Rich Sherman, Senior Fellow, and Ankit Tiwary, Engagement Director, Global Supply Chain Practice, Tata Consultancy Services