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S&OP and Agility Study- Summary Charts - May 2013

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Sales and Operations Planning processes are now in their fourth decade of maturity. The processes are growing more complex. Progress is slow. The infographic below shows the current state of the union …

Sales and Operations Planning processes are now in their fourth decade of maturity. The processes are growing more complex. Progress is slow. The infographic below shows the current state of the union of sales and operations into S&OP processes. In this world of uncertainty, good planning matters. Complexity and volatility are escalating. Improving S&OP in a systematic approach, focused on goal evolution and systemic process governance, makes a difference; but, it requires education. A barrier to improvement is the executive team not understanding the supply chain as a complex system. It is the goal of this report to help alleviate this problem.

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  • 1. TMS&OP and Agility Study:Summary ChartsMay 2013
  • 2. Supply Chain Insights LLC Copyright © 2013, p. 2Agenda
  • 3. Supply Chain Insights LLC Copyright © 2013, p. 3Study Overview
  • 4. Supply Chain Insights LLC Copyright © 2013, p. 4Respondents Are Evenly SplitBetween Discrete and Process Industries
  • 5. Supply Chain Insights LLC Copyright © 2013, p. 5Respondents are Largely Managers/Directorsand Based in the US or Western Europe
  • 6. Supply Chain Insights LLC Copyright © 2013, p. 6Respondents Work for Companies with anAverage of 17,000 Employeesand $3 Billion in Revenue
  • 7. Supply Chain Insights LLC Copyright © 2013, p. 7Agenda
  • 8. Supply Chain Insights LLC Copyright © 2013, p. 8There Is Not Much Agreement on theDefinition of Supply Chain “Agility”
  • 9. Supply Chain Insights LLC Copyright © 2013, p. 9Recalibration in the Face of Volatility Isthe Top Agility Definition in Both 2012 and 2013
  • 10. Supply Chain Insights LLC Copyright © 2013, p. 10Nearly All Believe It Is Important for aSupply Chain to be Agile
  • 11. Supply Chain Insights LLC Copyright © 2013, p. 11Perceived Supply Chain Agility Is Notably Low
  • 12. Supply Chain Insights LLC Copyright © 2013, p. 12Compared to 2012, There Is No Difference inPerceived Supply Chain Agility
  • 13. Supply Chain Insights LLC Copyright © 2013, p. 13Those with More Mature S&OP Goals ReportGreater Supply Chain Agility
  • 14. Supply Chain Insights LLC Copyright © 2013, p. 14While Supply Chain Agility Is Important,Perceived Agility Is Limited
  • 15. Supply Chain Insights LLC Copyright © 2013, p. 15Three-Quarters Report Being More Agile ThanFive Years Ago; One-Third Report BeingMore Agile Than One Year Ago
  • 16. Supply Chain Insights LLC Copyright © 2013, p. 16Compared to One Year Ago,Discrete Industries Are ReportedlyMore Agile Than Process
  • 17. Supply Chain Insights LLC Copyright © 2013, p. 17Those with a More Mature Agility Definition AreMore Likely to Report Increased Agilityvs. Five Years Ago
  • 18. Supply Chain Insights LLC Copyright © 2013, p. 18Top Technique for Improving Agility IsBetter Visibility of Market Events
  • 19. Supply Chain Insights LLC Copyright © 2013, p. 19Better Visibility and Improved Forecasting AreTop Two Techniques for Improving Agilityin Both 2012 and 2013
  • 20. Supply Chain Insights LLC Copyright © 2013, p. 20Those with a More Mature Agility Definition AreMore Likely to Work on Better Market Visibilityto Improve Supply Chain Agility
  • 21. Supply Chain Insights LLC Copyright © 2013, p. 21Volunteered Efforts to Improve Agility(Open-Ended)
  • 22. Supply Chain Insights LLC Copyright © 2013, p. 22Volunteered Efforts to Improve Agility(Open-Ended), Continued
  • 23. Supply Chain Insights LLC Copyright © 2013, p. 23Volunteered Efforts to Improve Agility(Open-Ended), Continued
  • 24. Supply Chain Insights LLC Copyright © 2013, p. 24Agenda
  • 25. Supply Chain Insights LLC Copyright © 2013, p. 25Four in Five Have a Formal S&OP Process andThere Are 4 S&OP Processes on Average
  • 26. Supply Chain Insights LLC Copyright © 2013, p. 26Discrete and Process Industries Are EquallyLikely to Have a Sales & OperationsPlanning (S&OP) Process
  • 27. Supply Chain Insights LLC Copyright © 2013, p. 27Compared to 2012, Respondents Are SomewhatLess Likely to Report Having a S&OP Process
  • 28. Supply Chain Insights LLC Copyright © 2013, p. 28Matching Demand with Supply Is theMost Common S&OP Process Goal
  • 29. Supply Chain Insights LLC Copyright © 2013, p. 29Matching Demand with Supply Is theMost Common S&OP Process Goal
  • 30. Supply Chain Insights LLC Copyright © 2013, p. 30Compared to 2012, There Are No NotableDifferences in S&OP Process Goals
  • 31. Supply Chain Insights LLC Copyright © 2013, p. 31Those with a More Mature Agility Definition AreMore Likely to Report a Mature S&OP Goal
  • 32. Supply Chain Insights LLC Copyright © 2013, p. 32S&OP Process Is Seen as Very Important forBoth Supply Chain Agility and Company Goals
  • 33. Supply Chain Insights LLC Copyright © 2013, p. 33All Respondents Report that S&OP Is Importantfor Improving Supply Chain Agility
  • 34. Supply Chain Insights LLC Copyright © 2013, p. 34Nearly All Respondents Report that S&OP IsImportant for Meeting Company Goals
  • 35. Supply Chain Insights LLC Copyright © 2013, p. 35Top S&OP Challenge:Executive Team Support and Technology
  • 36. Supply Chain Insights LLC Copyright © 2013, p. 36For Less Than One Quarter, the S&OP Process IsConstrained by the Budget
  • 37. Supply Chain Insights LLC Copyright © 2013, p. 37For Most, the Typical S&OP Process FrequencyIs Monthly, Especially for Process Industries
  • 38. Supply Chain Insights LLC Copyright © 2013, p. 38Compared to 2012, Respondents Are More Likelyto Report Monthly Frequency of S&OP Processes
  • 39. Supply Chain Insights LLC Copyright © 2013, p. 39Those with More S&OP Process ReportHaving a Higher Process Frequency
  • 40. Supply Chain Insights LLC Copyright © 2013, p. 40Over Half Execute the S&OP Planat Least MOST of the Time
  • 41. Supply Chain Insights LLC Copyright © 2013, p. 41Compared to 2012, Respondents Are More Likelyto Monitor and Adjust the S&OP Plan
  • 42. Supply Chain Insights LLC Copyright © 2013, p. 42Nearly Half of Those with S&OP ProcessAlso Use S&OP Technology
  • 43. Supply Chain Insights LLC Copyright © 2013, p. 43Compared to 2012, Respondents Are More Likelyto Report Using S&OP Technology
  • 44. Supply Chain Insights LLC Copyright © 2013, p. 44Greatest Opportunity for S&OP TechnologyLies in What-if Modeling
  • 45. Supply Chain Insights LLC Copyright © 2013, p. 45Those with More Mature S&OP Goals Are MoreLikely to Report High Performance of S&OPTechnology in Terms of Alignment Plan
  • 46. Supply Chain Insights LLC Copyright © 2013, p. 46Agenda
  • 47. Supply Chain Insights LLC Copyright © 2013, p. 47Those in Process Industries RateThemselves Slightly Higher Than Discreteon Meeting Corporate Goals
  • 48. Supply Chain Insights LLC Copyright © 2013, p. 48Demand Volatility and the Need to ImproveProfit Margin Have Impacted Companies Most
  • 49. Supply Chain Insights LLC Copyright © 2013, p. 49Compared to 2012, Respondents Are Less Likelyto Report Impact from Supply Prices
  • 50. Supply Chain Insights LLC Copyright © 2013, p. 50Demand and Supply Volatility Is Top Element ofSupply Chain Pain
  • 51. Supply Chain Insights LLC Copyright © 2013, p. 51Operating Margin Is Among Most Trackedand Used Metric to Meet Corporate Goals
  • 52. Supply Chain Insights LLC Copyright © 2013, p. 52Top Measurements Tracked:Operating Margin, Cost of Goods Sold,Days of Inventory & Volume Sold
  • 53. Supply Chain Insights LLC Copyright © 2013, p. 53Top Five Measurements Tracked:Operating Margin, Shipments, Forecast Accuracy,Days of Inventory, Market Share
  • 54. Supply Chain Insights LLC Copyright © 2013, p. 54Operating Margin Is Among Most Trackedand Used to Meet Corporate Goals
  • 55. Supply Chain Insights LLC Copyright © 2013, p. 55More Mature Companies (by Agility Definitionor S&OP Goal) Track Return on Assetsand/or Cash-to-Cash Cycle
  • 56. Supply Chain Insights LLC Copyright © 2013, p. 56Alignment Is Seen as Most Important forSales & Operations, Sales & Marketing andManufacturing & Procurement
  • 57. Supply Chain Insights LLC Copyright © 2013, p. 57Alignment with Sales Is Among Most Importantfor Operations, Marketing and Finance
  • 58. Supply Chain Insights LLC Copyright © 2013, p. 58Most Aligned Teams Are Sales & Marketing,Manufacturing & Procurementand Finance & Operations
  • 59. Supply Chain Insights LLC Copyright © 2013, p. 59Alignment with Sales Is Among the HighestRated for Marketing and Finance
  • 60. Supply Chain Insights LLC Copyright © 2013, p. 60Those with More Mature S&OP Goals ReportGreater Alignment, Especially CSR & Operations
  • 61. Supply Chain Insights LLC Copyright © 2013, p. 61Greatest Alignment Opportunity:Sales & Operations
  • 62. Supply Chain Insights LLC Copyright © 2013, p. 62Discrete and Process Agree on Where AlignmentMatters Most; but Process IndustriesRate Many Teams Higher Than Discrete
  • 63. Supply Chain Insights LLC Copyright © 2013, p. 63Those with More Mature Agility DefinitionStruggle More with Using Data,but Less with Talent
  • 64. Supply Chain Insights LLC Copyright © 2013, p. 64“Supply Chain Planning” Is Most CommonFunction Reporting ThroughSupply Chain Organization
  • 65. Supply Chain Insights LLC Copyright © 2013, p. 65Over Half Report That the Supply ChainOrganization Reports to theLeader of Operations or Leader of Supply Chain

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