Analyst Insight: The sales and operations planning process has evolved from manufacturing conflict resolution in the late 1980s to data- and visibility-enhanced strategic demand and supply balancing for retail executives today. This is a remarkable evolution for a concept. As visibility continues to increase, could S&OP become the primary tool for managing supply chains or, for some, complete businesses? - Ralph Cox, principal, Tompkins International

Analyst Insight: For as long as we can remember, product lifecycle management technology has evolved in an incremental way, absorbing and exploiting new technologies as they've come along and steadily gaining in capability to meet the challenges of multi-organisation product development efforts and supply chains. Currently, the PLM solutions industry is being subjected to a looming confluence of pressures that represents both a major challenge to established approaches and a substantial opportunity for harnessing new technologies to drive further benefit. - Tony Christian, principal analyst, Cambashi

Analyst Insight: In recent years, Software as a Service and hosted solutions have made some significant in-roads in the supply chain application space, but their success has been somewhat limited. Continuing IT budget and resource constraints are causing many firms to take a serious look at on-demand supply chain applications. And software vendors have responded by increasing the number and variety of services provided. This mixture is expanding the horizon of on-demand supply chain IT solutions. - Tom Singer, principal, Tompkins International

Analyst Insight: Inventory working capital reduction is a wonderful concept; however, it is important to understand all of the potential financial impacts before beginning. - Ralph Cox, principal, Tompkins International

Analyst Insight: Recently, Big Pharma went through a significant period of mergers and acquisitions to gain a global market presence and product offering expansion. Now it appears the tides may be shifting. A segment of Big Pharma is shedding non-core business units and focusing on core profitability. But the acquisition strategy is not dead. These diverging paths are both focused on increasing flexibility and profitability to adapt to market uncertainty. Supply chain planning and adaptability have moved forward as integration of business units has increased in all regions of the globe. - Brian Hudock, partner, Tompkins International