9. S&OP Evolution
Greater Benefit
Business- • Growth
Sales Driven
planning Driven • Resilience
Match Demand
Maximize • Efficiency
with Supply
Profitability
Market Driven
Manufacturing- Demand Driven
Driven Maximize
Maximize
Opportunity and
Deliver a Feasible Opportunity
Mitigate Risk.
Plan for Operations Sense and
Orchestrate
Match Demand Shape
Demand
with Supply Demand
Market to Market
10. S&OP Process
Existence, Goals & Processes
Have a Sales & Operations Planning S&OP Process Goal
Process
Not sure Match demand with supply 43%
3%
No
10% Maximize opportunity and mitigate risk 32%
Develop a feasible plan 14%
Determine the most profitable plan 8%
Yes Other 3%
87%
# Distinct S&OP Processes
5 S&OP 27%
14% 20% 19%
processes 12% 9%
on average
1 2 3 4 5 More than 5
Base: Total Sample (117)
16. What is Agility?
How Define Supply Chain “Agility”
Shorter supply
Flexibility to make cycles
and deliver
whatever is ordered 3%
10% Ability to recalibrate
plans in the face of
market, demand and
supply volatility and
49% deliver the same or
comparable cost, quality
and customer service
38%
Ability to
adapt to
variations in
demand and
supply
Base: Total Sample (117)
Q11. How would you define what it means for your company’s supply chain to be “agile”?
17. Agility Importance vs. Performance
Agility Importance vs. Performance
(7-Point Scale)
6%
5%
40% Low (1-3)
89% 32% Middle (4)
62 % Points
(Gap in Performance
vs. Importance)
27% High (5-7)
Importance Performance
Base: Total Sample (117)
Q12. How important is it for your company’s supply chain to be “agile” in 2012? Please
18. Agility Today vs. Past
Agility vs. 5 Years Ago, 1 Year Ago
9% LESS Agile
15%
17%
54%
Just as Agile
68% Ongoing
Increases
in Agility
38%
MORE Agile
Vs. 5 Years Ago Vs. 1 Year Ago
Base: Total Sample (117)
19. The Role of Demand Signals in Becoming Market Driven
Sell Deliver Make Source
Network Design: Channel Network Design Supplier Network.
Probability of Design. Cost- Supplier
Demand to-Serve Rationalization
Analysis
Supply Chain Category Sales and Operations Planning Category
Tactical Management New Product Launch Management
Planning:
Demand
Forecast
Supply Chain Contract Corporate Social Responsibility Contract
Policy: Demand Management Revenue Management Management
Shaping Working Capital Management
Market-driven Demand/ Demand Orchestration Supplier Sensing
Signal Channel Demand Translation
Management Sensing
Transactional Order Order-to-Cash Purchase Order
Processing: Management Procure-to-Pay Management
Order and
Shipment
Processing
20. Demand-side Views Supply-side Views
Hole in Enterprise
Architectures
Account-Level
VMI C
A Supplier Supplier Supplier Supplier
Downstream Data Distribution Distribution Distribution
Network Network Network
21. Demand-side Views Supply-side Views
Demand
Translation
Account-Level
VMI C
A Supplier Supplier Supplier Supplier
Downstream Data Distribution Distribution Distribution
Network Network Network
27. S&OP Process
Plan Execution
S&OP Plan Execution
Execution is not connected to S&OP plan 9%
We try to execute the S&OP plan, but hardly do
in practice 25%
We execute the S&OP plan most of the time 35%
We execute the S&OP plan nearly all of the
time 19%
We monitor market events and adjust to S&OP
plan within limits 13%
Base: Have a S&OP process (102)
30. Comparison of Revenue/Employee for
the Period of 2000-2011
P&G Colgate Unilever Kimberly-Clark Nestle Kraft
700
Revenue/Thousands of Employee
600
500
400
300
200
100
0
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
31. Comparison of EBIT/Employee for the
Period of 2000-2011
P&G Colgate Unilever Kimberly-Clark Nestle Kraft
140.0
120.0
100.0
EBIT/Employee
80.0
60.0
40.0
20.0
0.0
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
32. Consumer Products: Comparison of
Days of Inventory
P&G Colgate Unilever Nestle Kraft
80
75
70
65
60
55
50
2002 2003 2004 2005 2006 2007 2008 2009 2010
33. Consumer Products: Cost of Sales as a
Percentage of Revenue
Unilever Kellogg Kraft General Mills
Campbell Hershey P&G
70%
Cost of Sales as a % of Revnue
65%
60%
55%
50%
45%
40%
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
34. Technology
Goal
A feasible plan • Model the network
• Recognize and respect
constraints
• Gain plan visibility
Match demand with supply • What-if analysis
• Multi-tier inventory analysis
• Network design
Deliver the most profitable • Demand translation
• Supply orchestration
Plan • Optimize financial drivers
Demand-driven • Sense channel demand
• Shape demand
• Drive the most profitable
response
Market-driven • Sense buy and sell-side market
conditions
• Bi-directionally orchestrate
demand
Key:
Demand Planning Supply Planning Inventory Planning Financial Planning Demand Translation Market Sensing
34
Platform