Page1S&OP LEADERSHIP EXCHANGE PRESENTS:                       The web event will begin momentarily                        ...
Page 2            Goals for the session            S&OP Maturity Evolution            The Role of enabling technology i...
Page 3            Understanding the role that Enabling technology plays in supporting and             driving the evoluti...
Page 4            Recent Supply Chain Insight Research indicates:                90% of supply chains are grappling with...
5    Used with Permission – Supply Chain Insights LLC
Page 6            Get the process right before investing in technology            Vanilla – don’t change the technology,...
7APS Scenario                   Demand Translationmodeling tools –                Supply Trade OffsInventory Models    ...
Page 8                    Select your answers on the right side of your screen            Which Stage is your Organizatio...
Page 9            Understand your maturity stages and the stage gates involved in moving             from one to the next...
Page 10             Sales & Market Driven Food & Beverage Company that distributes its              products (exclusive s...
11             Manufacturing Driven         Sales Driven     Business            Demand Driven       Market Driven        ...
Page 12             Developing the Vision – Creating alignment on what our version of good looks like in              ter...
Page 13            October 3rd           November 7th          S&OP Jump Start:     S&OP Metrics & KPI’s:          90 Days...
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S&OP Leadership Exchange: S&OP Technology - A tool? or a Strategy?

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866.P4D.INFO | Plan4Demand.com | Info@plan4demand.com

A single tool? An enterprise strategy?

Eager to reap the tangible benefits of S&OP, many are turning to S&OP technologies to bridge the planning to execution gap & enable automation. However, 87% are struggling with integrating business planning with supply chain technologies.

During the session we will be discussing:
• How to define your IT needs to support your S&OP Process for success
• Technology Characteristics & Requirements needed to support each maturity phase
• Building a coherent roadmap & IT strategy to support this change
• A holistic view of implementation challenges, change management & achieving results along the way

Is buying & implementing a tool the answer?
Join us for this S&OP Leadership Exchange for a discussion of technology strategies to support each step along the maturity journey

Check out this webinar on-demand at http://www.plan4demand.com/Video-SOP-Technology-A-Tool-or-a-Strategy

Published in: Business, Technology
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S&OP Leadership Exchange: S&OP Technology - A tool? or a Strategy?

  1. 1. Page1S&OP LEADERSHIP EXCHANGE PRESENTS: The web event will begin momentarily with your host:September 12th, 2012 plan4demand
  2. 2. Page 2  Goals for the session  S&OP Maturity Evolution  The Role of enabling technology in supporting a robust S&OP process  Technology Strategy required to support a maturing business model  Case Study: Building a Roadmap  The Bottom Line  Q&A/Closing
  3. 3. Page 3  Understanding the role that Enabling technology plays in supporting and driving the evolution of your Sales & Operations Planning Process.  Gain some insight into how what technology characteristics and capabilities you may need at different points along your maturity journey  Outline what is required to develop a coherent roadmap that brings together the changing goals and focus of your S&OP process, with your IT strategy.  A holistic view of implementation challenges, change management and achieving results at each step in the process
  4. 4. Page 4  Recent Supply Chain Insight Research indicates:  90% of supply chains are grappling with rising costs and supply volatility  87% of companies are finding it difficult to bring together business planning and supply chain planning technologies  Meanwhile:  The top 4 Supply Chain Planning Technology companies have introduced, or re- introduced S&OP Toolsets & Capabilities in the past 18 months in an attempt to close this gap  Few companies have embraced these technology enhancements as a way to move their S&OP process forward.  Why?
  5. 5. 5 Used with Permission – Supply Chain Insights LLC
  6. 6. Page 6  Get the process right before investing in technology  Vanilla – don’t change the technology, change the business  Detail, Detail, Detail – The more granular the plan, the better.  “Best in class” – Driven by the Vanilla assumption above.
  7. 7. 7APS Scenario Demand Translationmodeling tools – Supply Trade OffsInventory Models Financial Modeling Sense & Shape Demand Constraint Based Volume Channel & Market and Supply Side Market Planning Data Modeling conditions/opportunities Demand Shaping Used with Permission – Supply Chain Insights LLC
  8. 8. Page 8 Select your answers on the right side of your screen  Which Stage is your Organization at?  Stage 1: Manufacturing Driven  Stage 2: Sales Driven  Stage 3: Business Planning Driven  Stage 4: Demand Driven  Stage 5: Market Driven  Which Level of Technology are you at?  Stage 1: Constraint Based Volume Planning  Stage 2: APS Tools & Inventory Modeling  Stage 3: Demand Translation, Supply Trade Off’s, & Financial Modeling  Stage 4: Demand Driven Channel & Market Data Modeling, Demand Shaping  Stage 5: Sense & Shape Demand and Supply Side models based on conditions & opportunities
  9. 9. Page 9  Understand your maturity stages and the stage gates involved in moving from one to the next  The S&OP Plan characteristics are critical, but you can not leave out some of the more basic building blocks:  Communicating the Plan  Data Quality & Availability  Making Decisions: Understanding the barriers that exist from a decision making and data perspective between different functions and domains in the business  Marketing makes decisions based on Brand/Dollars  Sales trade offs and investments driven by Customer/Dollars  Supply can only make or provide Units at a Location  Finance must bring all of these together to express Risks & Opportunities in Dollars  Action & Accountability: How do we manage one of the most critical elements of a high performance S&OP process?  A complete Technology Strategy focuses not only on the Plan and Plan Transport – but includes a vision for how these different “solves” and data views of the world come together.
  10. 10. Page 10  Sales & Market Driven Food & Beverage Company that distributes its products (exclusive sourcing private label) to wholesalers.  Wholesalers provide retailers with product.  Consumers buy product exclusively from retailers of all types;  Grocers, C-Store, Club, & Food Service/On Premise  ERP System in place  Multiple BI/Reporting tools  Limited APS tools (Demand & Fulfillment only)
  11. 11. 11 Manufacturing Driven Sales Driven Business Demand Driven Market Driven Planning DrivenPhasing Phase One Phase Two Phase Three TBD Year One Year Two Year TwoKey  Demand & Supply Balancing  Financially  Demand Sensing  Supply SideObjectives  Inventory Visibility (Supplier, DoH, Optimized Plan & Shaping Innovation Wholesaler DoH Visibility, Retailer)  Inventory  Integration of  Cost to Produce  Basic Risk & Opportunity Management Optimized Portfolio Visibility  NPI Alignment Changes  Cost to Serve VisibilityTechnology  ERP Data for Sales History  Additional  Workflow  EnhancedPlanning  Syndicated Data for Wholesaler Syndicated  Demand Sensing Financial Information Data for Retail Tools Analysis  BI for Metrics & Financial Tie in Information  External Collab  External  Demand& Fulfillment Planning for forecast  Inventory – Demand Side Collaboration – & safety stock alignment Optimization  Trade & Supply Side  Demand Collaboration Tools  Financial Promotion  Email & Share Drives for process Modeling Management management/action register  SharePoint  PLM ToolsSuccess Feasible Plan Optimized Plan  NPI Launch  Reduced Cost toCriteria  Improved Customer Service,  Improved FCF, Efficiency Produce/Cost to  Reduced DoH Reduced System  Reduced Trade Serve  Actionable Gap Closing Scenarios Wide DoH Spend
  12. 12. Page 12  Developing the Vision – Creating alignment on what our version of good looks like in terms of each of these stages of maturity.  Create a Roadmap – What are the specific needs we have as an organization at each steps along the way. What characteristics or Stage/Gate criteria do we have at each step to measure success ?  Align Technology Needs – Each of these phases should have specific enabling technology needs, does your roadmap have a technology layer to support each step along the way?  Set Expectations – This roadmap should have alignment up and down the organization, too many companies focus on the S&OP process, without outlining the overall technology and capital investment implications to get there in the long run. This should dovetail with your overall IT roadmap or capabilities strategy
  13. 13. Page 13 October 3rd November 7th S&OP Jump Start: S&OP Metrics & KPI’s: 90 Days to Success Staying on course for achieving your ROI

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