It has been nine months since Universal Products, Inc. started its sales and operations planning effort, and Mark Ryan, the general manager, is looking forward to his meeting today with Jack Baxter, Global Products corporate president.

Mark chuckles to himself. What a difference a year makes. One year ago, he dreaded conversations and meetings with Jack. He knew that Universal Products' poor customer service and financial performance were eroding Jack's confidence in his management abilities. He feared that he would lose his job.

Today is much different. Universal Products has gone from the worst-performing division within Global Products to the best-performing division. He and Jack both know that the catalyst in this turnaround was sales and operations planning.

Jack called Mark last week to tell him he wanted to visit Universal Products. He told Mark that one of the main purposes of his visit was to discuss how to implement sales and operations planning in other Global Products divisions.

Sheri Waterman, Mark's assistant, interrupts his reminiscing. "Mr. Baxter is here," she announces.

Jack pushes the door open and strides into the room. "Mark, how the heck are you?" he says and pumps Mark's hand.

Jack and Mark have worked together for more than fifteen years. Their bantering has an ease about it, and their chitchatting is comfortable.

Mark knows Jack is on a tight schedule. He has stopped by to visit en route to another Global Products division in California. Mark offers Jack a seat and takes one himself around...