Abstract
This study investigates how Sales and Operations Planning (S&OP) can be enhanced to improve cross-functional integration and operational effectiveness within Adcock Ingram, a pharmaceutical company in South Africa. Despite having a structured S&OP process, the organisation continues to experience inefficiencies, including high stock cover, poor supply chain visibility, and inconsistent alignment between commercial and supply chain functions. The research aimed to identify key process gaps, explore integration challenges, and propose actionable strategies for improvement.
A qualitative, exploratory case study design was employed, using semi-structured, open-ended questionnaires distributed to purposively selected participants across business functions, including supply chain, finance, marketing, regulatory affairs, and quality assurance. Data were thematically analysed and interpreted through the Grimson and Pyke (2007) S&OP maturity framework.
Findings revealed that Adcock Ingram operates at Stage 3 (Standard) of S&OP maturity, characterised by structured but siloed practices. Key constraints include fragmented accountability, non-harmonised key performance indicators, limited technological integration, and partial cross-functional participation. The study recommends strengthening leadership ownership, harmonising KPI frameworks, investing in integrated S&OP technology, and fostering a culture of collaboration.
Theoretically, the research extends the Grimson and Pyke model by contextualising it within a South African pharmaceutical environment, illustrating how organisational, behavioural, and technological factors influence S&OP maturity. Practically, the study offers a pathway for transitioning from procedural to collaborative and analytically driven planning, supporting improved alignment between strategic and operational objectives and contributing to enhanced supply chain performance and resilience.