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Sales & Operations Planning Process

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Sales & Operations Planning Process
Explains the level, range and basics of process of Sales & Operations Planning in organizations

Published in: Business, Technology

Sales & Operations Planning Process

  1. 1. Sales & Operations Planning A Centralized approach of Planning at all levels of organizations Harshal Badgujar Learning Session 1
  2. 2. What are the conflicts in Traditional Planning Approach of working in SILOs Marketing Production Finance Function  High Revenues  High Availability  Low Production cost  Long production Runs  Low Investment & Cost  Few Fixed Costs Objectives Implications Customer Service High Low Disruption to Production Many Few Inventories High Low 2
  3. 3. Let consider a case of conflict in Traditional Planning approach – A Video (http://www.slideshare.net/JadeGlobal/oracle-sales-operations-planning-video ) 3
  4. 4.  1980’s – Need for Integrated Data systems for planning  1990’s – Birth of ERP systems  Late 2000 – Birth of Planning Module software with ERP packages  But the real Question is – Even after implementation of organization-wide ERP Reason – Functions were still operating in SILOs Have companies realized the proclaimed benefits of ERP and Return on huge investments made in its implementation……… Hence the Need for a Collaborative Approach led to Sales & Operations Planning 4
  5. 5. Agenda - Overview  What is S&OP?  How does it differ from traditional Planning?  Where does S&OP fit in levels of Planning?  A case of Auto-Component Manufacturer  S&OP Process Overview – how is it practiced by organizations?  Critical Success factors of S&OP implementation  Benefits of S&OP 5
  6. 6. What is S&OP?  A decision-making & Business Management process  To ensures that the tactical plans in all business functions are  Aligned and in support of the company strategy and the business plans and goals.  Single Environment for optimally synchronizing Demand, Inventory, and Supply plans  While considering costs, revenue and profit objectives of organization 6
  7. 7. What is S&OP?  Formal Business Process spread over 18-24 Months of planning Horizon  Product Families (not items)  Volume (not Mix)  Monthly review Cycle  Both product and financial units 7
  8. 8. What is purpose of S&OP? The objective is  To reach consensus on a single operating plan  that allocates the critical resources of people, capacity, materials, time, and money  to most effectively meet the marketplace in a profitable way. Demand S&OP Finance Supply Updated Forecasts S&OP Process  Sales Plan  Production Plan  Inventory Plan  Backlog Plan  NPD Plan  Strategic Initiatives Plan  Financial Plan 8
  9. 9. Why is S&OP Planning?  Factors responsible for imbalance between Supply & Demand  Promotions  New Product Introductions  Packaging Changes  Changing demand patterns …Wreck havoc in planning  Companies that use S&OP – stand competitive advantage  by gaining the visibility and agility to improve product management and promotional planning,  Help minimize unnecessary build-ups of inventory and better predict revenue  Gives a complete picture of forecasted demand, supply capacity and corresponding financial information  S&OP is a vehicle for communication that puts the vision, strategy, financial and tactical plans of a business into one unified operating plan in order to optimize the allocation of critical resources 9
  10. 10. How Does S&OP Differ from Traditional Planning?  Review of Planning activities happen at a Higher Level, on a monthly and yearly basis  Involves Senior Management to drive consensus  Review of Planning activities happen at a products Level, on a daily or weekly basis  Involves only department heads and managers S&O Planning Traditional Planning 10
  11. 11. Where does S&OP fit in Big Picture of Planning? 11
  12. 12. Hierarchical Nature of Planning Items Product lines or families Individual products Components Manufacturing operations Resource Level Plants Individual machines Critical work centers Production Planning Capacity Planning Resource requirements plan Rough-cut capacity plan Capacity requirements plan Input/ output control Sales and Operations Plan Master production schedule Material requirements plan Shop floor schedule All work centers Medium Range Short Range Planning12
  13. 13. Let us understand S&OP process through a case of Auto-Component Supplier manufacturer  Imagine a case that President of Division – new to the position  He could not understand why with 15000 components, he heard problems like  Shortage of few Items  Incomplete production runs  Excessive Inventory  Unhappy customers with poor delivery performance 13
  14. 14. Case of Auto-component Supplier: If he were introduced to 15000 people in stadium,… 15000 MRP Components 14
  15. 15. Case of Auto-component Supplier: How about he inviting 120 people into a large conference room? 120 MPS Items 15000 MRP Components 15
  16. 16. Case of Auto-component Supplier: Auto components Family 1 Alternators Family 2 Starter Motors Family 3 Wiper Motors Family 4 Ignition Coils How if we brought FOUR people into his office..? 16
  17. 17. So, Goal of the Company was decided –Understand Demand for each of these 4 Families and then supply accordingly 15000 MRP Components 120 MPS Items 4 S&OP Families Rate of Production Product Mix Performance 17
  18. 18. How is it practiced by organizations? The monthly sales and operations planning process End of month STEP 1 Data Gathering STEP 5 Exec SOP Meeting STEP 4 Pre-SOP Meeting STEP 3 Supply Planning STEP 2 Demand Planning Statistical forecasts Field sales worksheet Management forecast 1-st pass spreadsheets Capacity constraints 2-nd pass spreadsheet Recommendations For executive S&OP Decisions Wallace: 2nd edition Sales & Operations Planning18
  19. 19. Step 1 – Data gathering  Month end data  Actual sales  Inventory  Production  Sales and marketing  All pertinent information 19
  20. 20. Who brings what to the Table? 20
  21. 21. Sales Product Family A Jan Feb Mar Apr May June Jul Aug Forecast 100 100 100 120 120 120 120 130 Actual sales 90 95 85 Difference -10 -5 -15 Cum. difference -15 -30 Wallace: 2nd edition Sales & Operations Planning 21
  22. 22. Production Product Family A Jan Feb Mar Apr May June Jul Aug Planned production 100 100 100 110 120 120 120 130 Actual production 98 100 101 Difference -2 0 1 Cum. difference -2 -1 Wallace: 2nd edition Sales & Operations Planning 22
  23. 23. Inventory Product Family A Jan Feb Mar Apr May June Jul Aug Planned inventory 100 100 100 142 142 142 142 142 Actual inventory 111* 116 132 Difference 11 16 32 *January Inventory = 103 Wallace: 2nd edition Sales & Operations Planning 23
  24. 24. Jan Feb Mar Apr May June Jul Aug Forecast 100 100 100 120 120 120 120 130 Acutal sales 90 95 85 Difference -10 -5 -15 Cum. difference -15 -30 Jan Feb Mar Apr May June Jul Aug Planned production 100 100 100 110 120 120 120 130 Actual production 98 100 101 Difference -2 0 1 Cum. difference -2 -1 Jan Feb Mar Apr May June Jul Aug Planned inventory 100 100 100 142 142 142 142 142 Actual inventory 111* 116 132 Difference 11 16 32 *January Inventory=103 Comparing actual to forecast Product Family A Wallace: 2nd edition Sales & Operations Planning24
  25. 25. Step 2 – Demand planning  Sales and marketing review information received from Step 1  Sales forecast  By product  By family  Total 25
  26. 26. Demand planning team  Demand manager  Product manager  Forecast analyst  Sales manager  Salesperson  Customer service  Accounting manager  Supply chain manager 26
  27. 27. Forecasting: Inputs, Process, Outputs INPUTS OUTPUTS Forecasts That: •Are reasoned •Are realistic •Are reviewed •Represent demand THE PROCESS Current Customers New customers Competition Economy New products Pricing Bids Promotions Management directive History Other 27
  28. 28. Step 3 – Supply planning  Bill of resources  Rough-cut capacity  Demand/Supply Strategies 28
  29. 29. Resource Planning Process 29
  30. 30. Bill of Resource Wallace: 2nd edition Sales & Operations Planning30
  31. 31. Resource Planning Process 31
  32. 32. Rough-cut capacity planning Wallace: 2nd edition Sales & Operations Planning Total Load % Load = Total Load / Available Capacity 32 Resource Bill
  33. 33. Demand/Supply Strategies-Constraint Management  Product Family: 1 1. Make-to-stock 2. Target customer service level 99% 3. Target finished goods inventory 1 month  Product Family: 2 1. Make-to-order 2. Target customer service level 98% 3. Target customer lead time 2 weeks 33
  34. 34. Step 4 – Pre-SOP meeting  Make decisions to balance supply/demand  Resolve differences where possible  Identify areas of disagreement  Develop scenarios  Set agenda for Executive S&OP meeting 34
  35. 35. Step 5 – Executive S&OP meeting  Make decisions  Authorize changes in S&OP plan  Relate Rup version  Resolve issues  Review performance, product issues, special projects, etc. 35
  36. 36. What are critical success factors for S&OP? CSF for S&OP Top Management Involvement Ongoing Routine S&OP Meetings Structured meeting agendas Cross- functional participation Participants empowered to take decisions Internal Collaborative process Measurement of Process Supported by Integrated Supply- Demand Planning Technology 36
  37. 37. Benefits of S&OP Process  Links business plan to departmental operations  Provides a means to work for a common goal  Eliminates counterproductive hidden or unilateral decisions  Greater visibility of demand and supply across the company  Improved Product Lifecycle Management process  Better communication between groups  Improved inventory management  More predictable revenue management 37
  38. 38. Summary Thank You… 38

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