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Sample S&OP Maturity Assessment Summary

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This is a sample of results provided free of charge by taking the Nexview S&OP Maturity Assessment Summary. To read more about the assessment, click on http://bit.ly/1SA7V8

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Sample S&OP Maturity Assessment Summary

  1. 1. S&OP Maturity Assessment<br />Your Company Name<br />Date<br />Sample Results Summary<br />
  2. 2. The S&OP Maturity Assessment is the first step on the path to improving your S&OP process<br />The Nexview S&OP Maturity Assessment is intended to provide a baseline directional evaluation of your current S&OP process and allow you to identify and improve lagging areas in comparison to best practices<br />The assessment is based on your responses to a survey diagnostic that covers 27 S&OP best practice areas along the dimensions of<br />S&OP design<br />Technology capability<br />Content and discussion in the S&OP meetings<br />Behaviors<br />Results Management <br />Results are shown using<br />The Nexview S&OP Performance Arrow which is a Green, Yellow, Red indicator summary across 27 best practice categories<br />A roll-up of 27 best practices into the 5 dimensions listed above<br />Summarizing comments<br />©Nexview Consulting<br />
  3. 3. S&OP Maturity Assessment particulars<br />On the S&OP Performance Arrow, the percents and resulting colors of each box represent the percent completeness of implementation of best practices in that box category based on your survey responses<br />Boxes are combined to the five roll-up categories, and a percent score for the category is arrived at by averaging the percent scores for the boxes assigned to that category (See Slide 6) <br />©Nexview Consulting<br />
  4. 4. S&OP Maturity should be assessed for Design, Technology, Content, Behaviors, and Results<br />S&OP Best Practice Performance Arrow<br />Sample<br />Recurring Cycle<br />Financial Planning Integration<br />85%<br />82%<br />Gap Management<br />Escalation Process<br />S&OP and Mgmt System Integration<br />Defined Roles<br />Effective Planning Horizon<br />S&OP Cycle Components In Place<br />Leadership Development<br />Allocation Rationale<br />Discussion Level and Horizon<br />IT Capability<br />Financial Implications Understood<br />Decision Making<br />Strategy Integration<br />Meeting Efficiency<br />Executive Support<br />Participation & Communi-cation<br />S&OP Understanding<br />Action Log<br />Reporting<br />30%<br />30%<br />70%<br />70%<br />70%<br />50%<br />50%<br />50%<br />72%<br />50%<br />68%<br />66%<br />66%<br />68%<br />66%<br />66%<br />66%<br />76%<br />S&OP Continuous Improvement<br />Organization Alignment<br />82%<br />Results Mgmt & Use of KPIs<br />30%<br />30%<br />Leverage Prior Learnings<br />Single Plan<br />Scenario Planning<br />82%<br />82%<br />Cross Functional Participation<br />50%<br />&lt; 40% implemented<br />40-79% implemented<br />90%<br />80+% implemented<br />©Nexview Consulting<br />
  5. 5. Here is how the boxes roll-up for Your Company and how you compare to others<br />Sample<br />Functional<br />Maturing<br />©Nexview Consulting<br />
  6. 6. Each box in the Performance Arrow is grouped according to the following<br />©Nexview Consulting<br />
  7. 7. Some specific things for Your Company to focus on are<br />Sample<br />Consider implementing a Portfolio Review as part of your S&OP cycle<br />Strategic/competitive trends affecting the portfolio<br />Discuss summary level and major changes to the product portfolio over the S&OP planning horizon<br />Confirm expected demand profiles of new products to incorporate into the Demand Plan<br />Promotional or programs or price changes needed to move obsolete or slow moving product <br />Begin to formulate related supply chain implications to further develop in the other S&OP meetings as appropriate<br />Review KPIs of portfolio and new product introduction performance<br />Your S&OP process participant design does not seem to map well to your organization structure and does not cover the whole business<br />Your planning horizon doesn’t cover your longest lead time items<br />©Nexview Consulting<br />
  8. 8. Some specific things for Your Company to focus on are<br />Sample<br />You could be doing more preparation work on scenarios so decisions can be made in the S&OP meetings<br />Your budget gaps are not being addressed soon enough<br />You don’t seem have a common understanding of what can be resolved in Pre-S&OP and what needs to be escalated to Executive S&OP<br />Financial results coming from S&OP are not being tracked and more actions are needed that specifically address KPI gaps<br />©Nexview Consulting<br />
  9. 9. S&OP can be your platform for organizational continuous improvement<br />Integrated Management Reporting<br />Goal & Objective Setting<br />Establish Enterprise-wide Priorities<br />Top-to-Bottom Key Performance Indicators<br />Results<br />S&OP<br />Integrated Business Planning<br />Link Voice of the Customer to the Business<br />$<br />Behaviors<br />Process<br />Visibility into Business Process Performance<br />Accountability, Clear Roles & Responsibilities<br />Alignment<br />Measure & Sustain Project Results<br />Leadership Development & Behavioral Change<br />©Nexview Consulting<br />
  10. 10. Thank you for taking the maturity assessment diagnostic<br />Eric J. Tinker<br />Principal<br />Nexview Consulting<br />Derry, New Hampshire, USA<br />Toll free phone/fax: +1.800.631.4842<br />email: ejt@nexviewconsulting.com<br />www.nexviewconsulting.com<br />Please visit the website for articles, whitepapers, and blog posts related to S&OP, Operations Improvement, and Change Implementation<br />Eric is presenting his methodology and tips for “Revitalizing Your S&OP Process” at the Sales & Operations Planning Summit in Las Vegas, January 20-21, 2010<br />Note: hyperlinks work in slideshow mode<br />©Nexview Consulting<br />
  11. 11. Nexview Key Service Offerings include<br />©Nexview Consulting<br />
  12. 12. Eric J. Tinker<br /><ul><li>14 years in management consulting
  13. 13. S&OP, Supply chain, Manufacturing, Organizational Effectiveness, Accounting, Information Systems, Engineering
  14. 14. Emphasize behavior change, accountability definition, results
  15. 15. Project have delivered $114M in operational improvements
  16. 16. Client experience ranges from start-ups to leadership of large, complex, multi-geography business transformation for global corporations
  17. 17. Prior Employment
  18. 18. Practice Director, Plan4Demand
  19. 19. Principal, Celerant Consulting
  20. 20. Senior Consultant, Deloitte & Touche LLP
  21. 21. Propulsion System Specialist, Hughes Aircraft Company
  22. 22. Key Industries
  23. 23. Consumer Products, Chemicals, Life Sciences</li></ul>Qualifications<br /><ul><li>MBA – University of Southern California, Finance & Entrepreneurship
  24. 24. MS – Mechanical Engineering, California State University – Northridge
  25. 25. BS – Aerospace Engineering, Syracuse University
  26. 26. Certified Public Accountant</li></ul>©Nexview Consulting<br />

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