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Kinaxis / Altimeter Webinar: What S&OP Capabilities Matter Most?
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Kinaxis / Altimeter Webinar: What S&OP Capabilities Matter Most?

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What S&OP Capabilities Matter Most?
An Overview of User Requirements and Technology Offerings

Based on recent research, Lora outlines key user requirements for S&OP technologies. Lora answers the question of what’s needed in S&OP offerings today.

As S&OP grows in significance, companies are redefining S&OP and the supporting technological requirements. While the field evolves, everyone has a slightly different take of what the future state of S&OP maturity will look like. Learn the points of differentiation companies like Kinaxis are putting forward.

P R E S E N T E R S
Lora Cecere, partner, Altimeter Group

Trevor Miles, director, industry and applications marketing, Kinaxis

Recorded Webcast available for viewing on-demand - link included at end of slide decks.

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    Kinaxis / Altimeter Webinar: What S&OP Capabilities Matter Most? Kinaxis / Altimeter Webinar: What S&OP Capabilities Matter Most? Presentation Transcript

    • 1 S&OP: Letter Perfect. Practice Imperfect Lora Cecere, Partner June 2010
    • 2 A Time of Change Dates Duration 12/07-? ? 3/01-11/01 8 months 9/90-3/91 8 months 7/81-10/82 16 months Source: National Bureau of Economic Research © 2010 Altimeter Group
    • 3 Leaders sensed Market Changes 5X Faster Sensed Leaders Market Corrected Supply Chain Changes (6%) 11/2008 by 1/2009 Followers Sensed Market Corrected Supply Chain Changes by (47%) 3/2009 by 5/2009 Laggards Sensed Market Corrected Supply Chain Changes by (47%) 4/2009 by 8/2009 © 2010 Altimeter Group
    • 4 Who did it the Best? Companies with:  A focus on true north  An outside-in focus on market drivers  Strong horizontal processes like S&OP  Balance in organizational alignment  Clarity on supply chain strategy © 2010 Altimeter Group
    • 5 If 2009 was all about demand, 2010 is all about supply © 2010 Altimeter Group
    • 6 The Need for Balance S: Go-to- OP: Demand Market Strategies & Orchestration Goal © 2010 Altimeter Group
    • 7 Getting to Letter Perfect…. Common Practice Optimal Practice S Ask sales Focus on sensing market drivers & Direct integration to supply Design of the value chain to optimize trade-offs, minimize risk, balance cycles, and orchestrate demand OP Manufacturing plan Trade-offs between make, source and deliver © 2010 Altimeter Group
    • 8 S&OP Matters S&OP Redesign © 2010 Altimeter Group
    • 9 It DOES need Technology • Gap has grown between best of breed and ERP expansionists • The myth of tight integration set us back • Excel has a new home • Select the technology with the & in mind. • The data model matters. • What if capabilities need careful thought. © 2010 Altimeter Group
    • 10 Summary In tough economic times, horizontal excellence is paramount. S&OP: Letter perfect. Practice imperfect. Focus on the AND with the End in Mind. © 2010 Altimeter Group
    • 11 About Us Altimeter Group is a research insights group providing companies with a pragmatic approach to understanding disruptive technologies. We have four areas of focus: Leadership and Management, Customer Strategy, Enterprise Strategy, and Innovation and Design. Visit us at http://www.altimetergroup.com or contact info@altimetergroup.com. © 2010 Altimeter Group
    • 12 Thank you Lora Cecere lora@altimetergroup.com Blog: www. supplychainshaman.com Twitter: lcecere Linkedin: linkedin.com/pub/lora- cecere/0/196/573 © 2010 Altimeter Group
    • Sales & Operations Planning
    •  Identify — Insights — Risks — Opportunities  Across — Demand — Supply — Products — Finance
    • Finance Consensus Learning from the past Finance Finance Scenarios Financial Performance  Understand which assumptions worked, Engineering/R&D New Product Consensus which didn’t, and why New Product Scenarios New Product Gates Assessing the future Supply Consensus Mfg/Operations  Sensing market drivers Supply Scenarios Supply Performance  Evaluate risks & opportunities Sales & Marketing Demand Consensus Demand Scenarios Arriving at a consensus Demand Performance  Trade-offs between Make, Operational Planning & Execution Source, & Deliver Continuous demand, supply, and market input
    • Finance Consensus Orchestration Finance Finance Scenarios Financial Performance  Focus on the “and” Operational Demand/Supply Balancing  Ensure feasibility of S&OP Engineering/R&D New Product Consensus Finance/Operations Balancing Executive S&OP Approval Publish Consensus S&OP Plan Monitor Performance Continuously New Product Scenarios New Product Gates Meeting company Supply Consensus objectives Operations Supply Scenarios  Set operational goals & Supply Performance objectives Sales & Marketing Demand Consensus Staying on top of things Demand Scenarios Demand Performance  Detect shift in market Operational Planning & Execution Future Risk drivers Continuous demand, supply, and market input  Identify future risk early
    • Technology-Enabled S&OP  Plan quickly, collaboratively  Monitor plan continuously  Assess future risk/opportunities  Respond quickly when necessary  Seamless Financial & Operational alignment Efficiency enabled Effectiveness Copyright © 2010. All rights reserved. Confidential
    • Questions?
    • To view recorded webcast presentation, visit: https://community.kinaxis.com/videos/1638 Copyright © 2010. All rights reserved. Confidential