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S&OP Leadership Exchange: S&OP Jumpstart - 90 days to success
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S&OP Leadership Exchange: S&OP Jumpstart - 90 days to success

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866.P4D.INFO | Plan4Demand.com | Info@plan4demand.com ...

866.P4D.INFO | Plan4Demand.com | Info@plan4demand.com
Developing an Sales & Operations Planning process from Scratch?
Have an existing process that's stalled or not effective?

S&OP Jumpstart is designed to rapidily establish your S&OP Process with initiative and get you results quickly. Whether you're just starting the journey or need to reinvigorate, this S&OP Leadership Exchange is for you.

By creating a specific tailored vision of what "good" looks like for your company, establishing roadmaps with time sensitive phasing, building a rapid support model and outlining key requirements around People, Process & Technology - you can start benefiting from your S&OP process in as little as 90 days.

We'll cover quick ways to get traction such as;
• Engaging your Executive team and establishing a core project team
• Evolving the process using a customer Maturity Model approach
• Quickly rolling out an initial "straw man" design
• Building a Launch plan

Don't get caught up in "Theory"
It's time to get pragmatic and get started

Need Help? Contact Jaime.Reints@Plan4Demand.com for more information!
Check out this webinar on-demand at http://www.plan4demand.com/Video-SOP-Jumpstart-90-Days-to-Success

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S&OP Leadership Exchange: S&OP Jumpstart - 90 days to success S&OP Leadership Exchange: S&OP Jumpstart - 90 days to success Presentation Transcript

  • Page1S&OP LEADERSHIP EXCHANGE PRESENTS: The web event will begin momentarily with your hosts:October 3rd, 2012 plan4demand
  • Page 2  Goals for the session  S&OP – Some Background Observations  Root Causes?  Jump Start Can a complex organization REALLY get back on track in 90 days?  Case Study: 4 key things to drive action & change in your organization  The Bottom Line  Q&A/Closing
  • Page 3  Discussion of some of what we’ve seen across a different companies struggling to start, or sustain S&OP  Outline some of the Root Causes behind these issues  Create a case for action that can get you started with the process rapidly  Review a case study of how this can work for your organization
  • Page 4 Recent Supply Chain Insight Research indicates:  63% of companies have more than one S&OP Process – 5 on Average  85% lack a roadmap to follow and end up stalled or “re-approaching” S&OP  In 2011, 85% of Supply Chain Leaders experienced realized risk or a disruption in the Supply Chain Create a profit optimized supply - 50% At the Same Time… demand balanced plan 24% 28%  4 out of 5 CFO’s list Manage demand forecasts within the 39% 53% S&OP as a top 5 S&OP plan 51% key strategic initiative Trying to reduce inventory to free up 39% 52% working capital 46%  Working Capital remains a Integrate financial planning and 33% focus, yet progress against budgeting with the S&OP process 35% 43% reducing it has stalled 31% Best-in-Class Manage supply constraints within the 36% Average  1 in 5 companies have no S&OP plan 29% Laggards S&OP process in place at all 0% 10% 20% 30% 40% 50% 60% Percentage of Respondents, n = 214 Why?
  • Page 5 Technology People • Data Access • Executive • Not Scalable Involvement • Level of Detail • Sponsor Loss • Project Focus Process • Precise vs. Directionally Correct • Lack of Clear Ownership • Check the Box vs. Actionable
  • Page 6 Which of these Root Causes have had an impact on your S&OP Process stumbling or gaining momentum? Select your answers on the right side of your screen  People  Executive Involvement  Sponsor Loss  Project Focus  Process  Precise vs. Directionally Correct  Lack of Clear Ownership  Check the Box vs. Actionable  Technology  Data Access  Not Scalable  Level of Detail
  • Page 7  Core Elements to a “Jumpstart”  Establish/Re-Establish a core S&OP team & Executive Sponsor  Education up and down the organization including:  Executive S&OP Baseline  Project Team “Deep Dive”  Stakeholder Introduction  Create a vision of “what good looks like” in terms of Sales & Operations Planning within your industry and organization  Develop a Maturity Model and stages of evolution based on this vision  Outline an initial “Process Design” to serve as a mock up of the initial process  Develop a roadmap for the core team to pursue
  • Page8 Education Executive Buy Stakeholder Equip the & In Involvement Project Team Motivation Establish External Executive The Sponsorship Governance Project Team Support & Expertise Initiative Maturity Executive & Road Map Straw Man Jump Start Model Stakeholder Development Design & Creation understanding Start Up
  • 9 Used with Permission – Supply Chain Insights LLC
  • Page 10  Chemical Manufacturer, Global Footprint  Process had 3 starts and stops in 5 years  Ultimately stalled due to “project orientation” & change in role of Executive Champion  No Long Term strategy in place for optimization and enabling technology  People Role definition – un-sustainable skills, role definition
  • Page11 Project & Maturity Stakeholder Roadmap & Team Model & Executive Initial Design Development Definition EducationActivities:• Project Planning • Current Process Model • Create Executive Education • Develop Gap Analysis based on• Resource On Boarding Review including: Maturity Model Survey• Scheduling • Process Interviews  Maturity Model Overview • Outline Roadmap• Set up/Access • User Workshops  Targets • Create Initial Process Design• Kick Off Session Development • Technology Review  “How” to move forward including: & Review • Maturity Model Development Current Metrics/ Size of • Agendas• Initial Project Team Training • Maturity Model Workshop & Prize • Reporting Requirements• Overall Charter & Baseline Survey • Create Stakeholder • RACI Model for Roles Education • Overall Process Model • KPI’sKey Elements • Dry Run Prep & Staging Less Than 90 Days•Detailed Project Charter • Maturity Model Framework • Executive Baseline & •S&OP Roadmap•Project Team Training • S&OP Organization Process Training Session •S&OP Initial Design Requirements • Stakeholder Training •Reporting Requirements • S&OP Technology Session •Initial S&OP Dry Run Requirements Prep/Simulation
  • Page 12  Baseline Education  Executive Baseline (Usually Executive leadership team representing Sales, Marketing, Operations, Supply Chain, Executive Management, Finance)  What is it? Why Do it? Benefits, Challenges  Creating the Imperative  Score Carding – how to drive results  Stakeholder Introduction (Usually the envisioned attendees to each of the process steps: 25 – 30 people)  What is it? Why Do it? Benefits, Challenges  Detailed Process Model Review  Cross Functional Review of inputs and outputs  Behaviors and Change Management
  • Page 13  Project Team Education  Deeper Dive  S&OP Process Model  PR – TR Business Model – Understanding the Development of a Maturity Model  KPI’s, Metrics & Reporting  Score Carding – results, tracking and stages of maturity  Managing the Change  Creating the Project Team and Charter for S&OP  Current State Discussion/Baseline  Portfolio Management  Demand Management  Supply Management  Finance & Operations Review  KPI’s, Metrics and Data Access  Organizational Discussion
  • 14 Manufacturing Driven Sales Driven Business Demand Driven Market Driven Planning DrivenPhasing Phase One Phase Two Phase Three TBD Year One Year Two Year TwoKey  Demand & Supply Balancing  Financially  Demand Sensing  Supply SideObjectives  Inventory Visibility (Supplier, DoH, Optimized Plan & Shaping Innovation Wholesaler DoH Visibility, Retailer)  Inventory  Integration of  Cost to Produce  Basic Risk & Opportunity Management Optimized Portfolio Visibility  NPI Alignment Changes  Cost to Serve VisibilityTechnology  ERP Data for Sales History  Additional  Workflow  EnhancedPlanning  Syndicated Data for Wholesaler Syndicated  Demand Sensing Financial Information Data for Retail Tools Analysis  BI for Metrics & Financial Tie in Information  External Collab  External  Demand& Fulfillment Planning for forecast  Inventory – Demand Side Collaboration – & safety stock alignment Optimization  Trade & Supply Side  Demand Collaboration Tools  Financial Promotion  Email & Share Drives for process Modeling Management management/action register  SharePoint  PLM ToolsSuccess Feasible Plan Optimized Plan  NPI Launch  Reduced Cost toCriteria  Improved Customer Service,  Improved FCF, Efficiency Produce/Cost to  Reduced DoH Reduced System  Reduced Trade Serve  Actionable Gap Closing Scenarios Wide DoH Spend
  • Page 15  Get Started! – Perfect is the enemy of Good!  Don’t skip education/re-education – Assuming that people remember is a mistake – use this as “change messaging” as much as educating and creating an imperative.  Create a vision – If this was easy to do from a text book – we’d be talking about something else – What does Good Look like SPECIFIC to your business needs. Chart progress and don’t get stuck!  Rough Something in and use it as “dress rehearsals” – Give yourself permission for the start to be “not exactly perfect” – treat it like the friends and neighbors opening model that restaurant launches use, for a few months
  • Join us on LinkedIn: S&OP Leadership ExchangeFollow us on Twitter: @Plan4Demand Complete our Survey & receive a $5 Starbucks Gift Card Upcoming Leadership Exchanges Register now by clicking on the Event Title! October 16th November 14thDemand Planning Leadership Exchange: S&OP Leadership Exchange: Tips to Optimize JDA’s S&OP Metrics & KPIs Demand Planning Modules Staying on course for achieving ROI