Is your S&OP Process Solving Problems?Peter Murray
The document discusses how to improve S&OP/IBP processes so they can effectively solve business problems. It recommends frequently asking stakeholders if S&OP is solving problems and, if not, determining why. Common reasons for S&OP failure include inability to agree, reliance on other processes, and stakeholders changing roles. The document provides strategies for making S&OP a sustainable problem-solving method, such as determining key problems to solve, identifying where problems are currently addressed, and ensuring S&OP meetings include open discussions. Evaluating meeting flows and decision support can also reveal areas for improving S&OP's focus on problem solving.
PRESENTATION ON S&OP KUNZITE SUPPLY CHAINHpm India
The document discusses the S&OP (Sales and Operations Planning) process. S&OP is a formal process consisting of meetings where data from various business areas is discussed to agree on the best course of action to balance supply and demand and meet profitability goals. The document outlines traditional S&OP challenges, benefits of S&OP including improved forecasting, capacity utilization and customer service, and how S&OP relates to other business plans.
Service Integrated Planning - "Service S&OP - SIPPatrick Bower
This document outlines a Service Integrated Planning (SIP) process modeled after Sales and Operations Planning (S&OP). SIP involves monthly meetings to discuss projections for client demand over an 18-24 month horizon and determine how to align capabilities and talent to meet that demand. Key elements include typing client demand and available capabilities, integrating those into a plan with metrics and scenarios, and obtaining executive approval and feedback to ensure organizational alignment. While similar to S&OP, SIP must account for less standardized demand and supply factors in services industries.
AVATA is adding to their express solutions suite with “IBP express”, a hosted service offering that provides the framework for conducting the S&OP/IBP process with supported dashboard reports and KPI’s. IBP express will allow for a rapid deployment enabling your first S&OP/IBP cycle within 90-days.
IBP express is both a technology tool and service offering that supports advancing your current S&OP process or implementing S&OP/IBP for the first time. IBP express includes the required Education, Workshops, Coaching & Technology that will deliver a rapid ROI.
S&OP Leadership Exchange: Tailoring S&OP to Fit your BusinessPlan4Demand
866.P4D.INFO | Plan4Demand.com | Info@plan4demand.com
Andrew McCall, S&OP Solutions Lead at Plan4Demand Discusses how tailoring your S&OP process to fit your business is critical to achieving bottom line success.
CSCMP 2014: Bayer: Putting the S Back in S&OPAlyssaVallie
Balancing production efficiency and responsiveness to demand has never been more important or more challenging for companies with manufacturing-dominant cultures. Bayer Health Care shares their journey to S&OP excellence and how emphasizing the “S” in S&OP led to the successful redesign of its processes, overcoming ERP shortcomings to align market priorities with manufacturing capacity and extract the maximum competitive advantage from its supply chain.
The document provides an overview and introduction to Sales & Operations Planning (S&OP) and the author's approach to implementing S&OP. It discusses the business benefits of S&OP, including improved forecast accuracy, reduced supply chain volatility, and improved decision making. It also outlines key aspects of implementing S&OP such as ensuring the appropriate process, people, performance metrics, and systems are in place to connect demand planning, supply planning, and finance. The author advocates for taking a holistic view of S&OP that integrates these elements to align strategic planning with operational execution.
Sales & Operations Planning (S&OP): An IntroductionSteelwedge
Do you know the secret to a successful Sales and Operations Planning process?
Your ability to troubleshoot issues, plan for unexpected events, and maintain a reliable, single set of planning numbers is drastically affected by people, process and technology.
Educate your colleagues or refresh your own skills with the new introduction to S&OP presentation.
For more information about S&OP and how Steelwedge can help your business, please visit: http://www.steelwedge.com/resources/sales-and-operations-planning-intro/
Is your S&OP Process Solving Problems?Peter Murray
The document discusses how to improve S&OP/IBP processes so they can effectively solve business problems. It recommends frequently asking stakeholders if S&OP is solving problems and, if not, determining why. Common reasons for S&OP failure include inability to agree, reliance on other processes, and stakeholders changing roles. The document provides strategies for making S&OP a sustainable problem-solving method, such as determining key problems to solve, identifying where problems are currently addressed, and ensuring S&OP meetings include open discussions. Evaluating meeting flows and decision support can also reveal areas for improving S&OP's focus on problem solving.
PRESENTATION ON S&OP KUNZITE SUPPLY CHAINHpm India
The document discusses the S&OP (Sales and Operations Planning) process. S&OP is a formal process consisting of meetings where data from various business areas is discussed to agree on the best course of action to balance supply and demand and meet profitability goals. The document outlines traditional S&OP challenges, benefits of S&OP including improved forecasting, capacity utilization and customer service, and how S&OP relates to other business plans.
Service Integrated Planning - "Service S&OP - SIPPatrick Bower
This document outlines a Service Integrated Planning (SIP) process modeled after Sales and Operations Planning (S&OP). SIP involves monthly meetings to discuss projections for client demand over an 18-24 month horizon and determine how to align capabilities and talent to meet that demand. Key elements include typing client demand and available capabilities, integrating those into a plan with metrics and scenarios, and obtaining executive approval and feedback to ensure organizational alignment. While similar to S&OP, SIP must account for less standardized demand and supply factors in services industries.
AVATA is adding to their express solutions suite with “IBP express”, a hosted service offering that provides the framework for conducting the S&OP/IBP process with supported dashboard reports and KPI’s. IBP express will allow for a rapid deployment enabling your first S&OP/IBP cycle within 90-days.
IBP express is both a technology tool and service offering that supports advancing your current S&OP process or implementing S&OP/IBP for the first time. IBP express includes the required Education, Workshops, Coaching & Technology that will deliver a rapid ROI.
S&OP Leadership Exchange: Tailoring S&OP to Fit your BusinessPlan4Demand
866.P4D.INFO | Plan4Demand.com | Info@plan4demand.com
Andrew McCall, S&OP Solutions Lead at Plan4Demand Discusses how tailoring your S&OP process to fit your business is critical to achieving bottom line success.
CSCMP 2014: Bayer: Putting the S Back in S&OPAlyssaVallie
Balancing production efficiency and responsiveness to demand has never been more important or more challenging for companies with manufacturing-dominant cultures. Bayer Health Care shares their journey to S&OP excellence and how emphasizing the “S” in S&OP led to the successful redesign of its processes, overcoming ERP shortcomings to align market priorities with manufacturing capacity and extract the maximum competitive advantage from its supply chain.
The document provides an overview and introduction to Sales & Operations Planning (S&OP) and the author's approach to implementing S&OP. It discusses the business benefits of S&OP, including improved forecast accuracy, reduced supply chain volatility, and improved decision making. It also outlines key aspects of implementing S&OP such as ensuring the appropriate process, people, performance metrics, and systems are in place to connect demand planning, supply planning, and finance. The author advocates for taking a holistic view of S&OP that integrates these elements to align strategic planning with operational execution.
Sales & Operations Planning (S&OP): An IntroductionSteelwedge
Do you know the secret to a successful Sales and Operations Planning process?
Your ability to troubleshoot issues, plan for unexpected events, and maintain a reliable, single set of planning numbers is drastically affected by people, process and technology.
Educate your colleagues or refresh your own skills with the new introduction to S&OP presentation.
For more information about S&OP and how Steelwedge can help your business, please visit: http://www.steelwedge.com/resources/sales-and-operations-planning-intro/
Making link between sales and operations planningKathan Bhatt
- Sales and operations planning (S&OP) is a process where executive management regularly reviews projections for demand, supply, and financial impact to achieve focus, alignment, and synchronization across organizational functions.
- An executive roundtable series was co-founded by universities and companies like Cisco to strengthen links between sales and operations planning. Participants discussed challenges like demand variability and breaking down information silos.
- Successful S&OP requires integrating sales and operations, building trust through shared data and incentives, and collaborating both internally and externally with partners through regular communication and evaluation. Planning should be data-driven to improve forecasting accuracy.
The document provides an overview of executive sales and operations planning (S&OP), including what it is, how to implement it successfully, and the benefits it provides. It discusses S&OP as a executive decision-making process to balance demand and supply. Successful implementation requires organizational change, data-driven decision making, and commitment from top management. When done properly, S&OP can lead to a simpler, better integrated process for strategic planning and decision making.
Sales and operations planning (S&OP) is a process that achieves alignment between various functions of an organization including sales, production, inventory and finance. It develops a coordinated operating plan that balances supply and demand at a volume level in support of customer demand and business strategy. The S&OP process results in monthly planning activities based on an annual operations plan and provides benefits such as enhanced teamwork, better decision making and financial planning, and increased accountability.
The document discusses the sales and operational planning (S&OP) process. It provides an overview of S&OP, including definitions, objectives, critical success factors, challenges, benefits, leaders, policies, and implementation. S&OP is described as a monthly executive-level process that reconciles supply and demand plans, ties operations to financial plans, and sets strategy. The goals are to improve coordination, communication, inventory management, and meet customer demand profitably.
Is Your S and OP Process Solving Problems - Peter MurrayPeter Murray
The document discusses how to ensure an S&OP/IBP process is effective at solving business problems. It recommends frequently asking stakeholders if the process is solving problems and, if not, determining why. Common reasons for failure include inability to agree, reliance on other methods, and stakeholders changing roles. To position S&OP as the primary problem-solving method, companies should determine what problems need solving, if other processes are used instead of S&OP, and if S&OP meetings allow open discussion to get things done. The document also provides strategies to evaluate and improve the S&OP process, such as reinforcing its focus on problem solving.
The document outlines 10 key challenges to achieving excellence in Sales and Operations Planning (S&OP). The challenges include: 1) aligning S&OP decisions to business strategy; 2) ensuring business ownership of the S&OP process; 3) aligning reward systems across functions; 4) establishing standardized S&OP metrics; 5) overcoming fear of change; 6) making good cross-functional decisions; 7) tailoring S&OP scenarios to business models; 8) establishing governance over the S&OP process, data, and improvement; 9) fully integrating new product launches; and 10) effectively linking S&OP planning to execution activities.
The document provides an overview of a Sales and Operations Planning (S&OP) user manual. It discusses key concepts in S&OP including demand planning, supply planning, financial implications, and the S&OP meeting process. The document outlines the objectives of S&OP, defines important terms, and describes the steps involved in each part of the S&OP process from demand forecasting to the final planning meeting.
S&OP: The power of an organisation that beats with one heart Tristan Wiggill
S&OP: The power of an organisation that beats with one heart by Monika Wates.
Presented during the 37th annual SAPICS conference and exhibition for supply chain professionals at Sun City from 31 May to 2 June
Enabling Best-Practice Demand Management and S&OP with Advanced Technology
Featured Presenter:
Doug Dedman, Vice President, Global Services, Steelwedge Software
Are you taking full advantage of all your demand signals? The sheer velocity of change – in business complexity, global volatility and available data – makes the prospect of managing regional and global planning a more elusive mission. Powerful demand planning can take you from a reactive to a proactive mode and turbo-charge your S&OP process.
In this webinar, you will learn how next-generation technology has enabled companies to more accurately forecast what their businesses will require.
Join us to learn more about how the right demand management approach and platform can enable you to:
Understand and grasp each demand type
Ensure accountability to the demand plan
Benefit from statistical forecasting where it makes sense while maintaining flexibility to use other forecasting methods
Collaborate internally and with customers when it makes sense
Achieve real-time visibility and synergy across all channels
To learn more about Steelwedge's Advanced S&OP Technology please visit: http://www.steelwedge.com/solutions/
The document discusses how lean manufacturing and executive sales and operations planning (S&OP) work together and differ. It provides strategies for different production environments including level, chase, and hybrid approaches. Specific topics covered include using production rate instead of demand rate for takt time, leveling mix versus volume, managing backlogs in a make-to-order environment, and reconciling supply planning with short-term actuals.
Every Angle value for food & beverage businesses running SAPEvery Angle US
Benefits to the Food and Beverage Industry
Every Angle supports the entire company operationally, along all the major business processes. Through the use of Every Angle, companies in the Food and Beverage Industry can obtain:
•Transparency of customer order flows;
•Great overview of obsolete stock (passed shelf life or changed packaging);
•Insight into different process bottlenecks to customer service issues and future stock allocations (e.g. shortages);
•Monitoring of returnable packaging (Beverage Industry).
________________________________________
Business Value
Every Angle with all standard applications and added value can be used in the Food & Beverage industry with special focus on:
•Clear visibility through the entire supply chain leads to better allocation of goods and products, reducing high levels of stock;
•Better management of batches (customer demands, shelf life, regulations, etc.);
•Less age rejections, downgrades, scrap and reworks, resulting in cost reductions;
•Increased profitability of the organization.
1) The document discusses product portfolio management and its importance in the sales and operations planning (S&OP) process. It notes that while product innovation is common, effective product portfolio management is often underutilized in S&OP.
2) Product portfolios are in a constant state of flux, with new products, renovations, and discontinuations occurring regularly. This level of change puts pressure on supply chain operations.
3) The document argues that product portfolio management should be a key step in the S&OP process, bringing together discussions around innovation, commercialization, and product life cycles. However, it is often missing from real-world S&OP implementations.
1. The document discusses implementing Sales & Operations Planning (S&OP) at Banner Pharmacaps to improve supply chain management. S&OP was seen as the right approach to align functions and create a single operating plan.
2. Oliver Wight consultants helped Banner implement S&OP rapidly in under 6 months. They provided training, templates, and process design support. Data systems were integrated to provide demand and supply planning data.
3. Banner saw many benefits after implementing S&OP, including improved forecasting, reduced inventories, better customer delivery, and financial performance meeting targets. The management team also collaborated better having regular S&OP meetings.
The document discusses Sales & Operations Planning (S&OP), which is a process that balances demand and supply to improve coordination between sales, production, and inventory. It describes S&OP's benefits, structure, and implementation. Case studies show how S&OP helped companies manage seasonality, demand fluctuations, and new product launches. Successful implementation requires support from top management and changes in planning behaviors and processes over 8-12 months.
Sales, Inventory & Operations Planning During High Growth, GMCRInnovation Enterprise
The document provides an after action review of Green Mountain Coffee Roasters' development and implementation of a Sales, Inventory, and Operations Planning (SIOP) process during a period of high growth. It describes initial progress made in establishing SIOP processes, meetings, and metrics. However, it also notes that key partners were not brought in early enough and senior executives needed more involvement in the design. Moving forward, the review recommends recruiting a planning director and enforcing a single, integrated planning system to improve forecasting, capacity planning, and inventory management.
20141028 michael ryan ibf orlando - dp from the ground upMichael Ryan
The core building block of a successful Sales and Operations Planning (S&OP) process is a solid demand planning process. Carlisle Brake & Friction (CBF), the leading provider of high performance braking had the need to implement a Demand Management Engine as their primary tool to facilitate the demand planning process. The presentation focuses on the S&OP process, from creating the need, to laying out a road map, as well as building the Demand Planning capability.
"Change" is the New Normal – Building a Sustainable Strategic Sourcing ProgramSAP Ariba
The saying goes, “The only constant is change.” This is all the more true when it comes to sustaining a strategic sourcing program. With rising commodity costs, globalization, and regulatory pressures, procurement teams struggle to sustain savings alongside a plethora of tactical responsibilities.
Join this session where industry leaders will share how they navigate and manage their strategic sourcing programs in today’s ever-changing environments.
Learn more about Ariba LIVE at http://spr.ly/LIVE2014LV-d
Making link between sales and operations planningKathan Bhatt
- Sales and operations planning (S&OP) is a process where executive management regularly reviews projections for demand, supply, and financial impact to achieve focus, alignment, and synchronization across organizational functions.
- An executive roundtable series was co-founded by universities and companies like Cisco to strengthen links between sales and operations planning. Participants discussed challenges like demand variability and breaking down information silos.
- Successful S&OP requires integrating sales and operations, building trust through shared data and incentives, and collaborating both internally and externally with partners through regular communication and evaluation. Planning should be data-driven to improve forecasting accuracy.
The document provides an overview of executive sales and operations planning (S&OP), including what it is, how to implement it successfully, and the benefits it provides. It discusses S&OP as a executive decision-making process to balance demand and supply. Successful implementation requires organizational change, data-driven decision making, and commitment from top management. When done properly, S&OP can lead to a simpler, better integrated process for strategic planning and decision making.
Sales and operations planning (S&OP) is a process that achieves alignment between various functions of an organization including sales, production, inventory and finance. It develops a coordinated operating plan that balances supply and demand at a volume level in support of customer demand and business strategy. The S&OP process results in monthly planning activities based on an annual operations plan and provides benefits such as enhanced teamwork, better decision making and financial planning, and increased accountability.
The document discusses the sales and operational planning (S&OP) process. It provides an overview of S&OP, including definitions, objectives, critical success factors, challenges, benefits, leaders, policies, and implementation. S&OP is described as a monthly executive-level process that reconciles supply and demand plans, ties operations to financial plans, and sets strategy. The goals are to improve coordination, communication, inventory management, and meet customer demand profitably.
Is Your S and OP Process Solving Problems - Peter MurrayPeter Murray
The document discusses how to ensure an S&OP/IBP process is effective at solving business problems. It recommends frequently asking stakeholders if the process is solving problems and, if not, determining why. Common reasons for failure include inability to agree, reliance on other methods, and stakeholders changing roles. To position S&OP as the primary problem-solving method, companies should determine what problems need solving, if other processes are used instead of S&OP, and if S&OP meetings allow open discussion to get things done. The document also provides strategies to evaluate and improve the S&OP process, such as reinforcing its focus on problem solving.
The document outlines 10 key challenges to achieving excellence in Sales and Operations Planning (S&OP). The challenges include: 1) aligning S&OP decisions to business strategy; 2) ensuring business ownership of the S&OP process; 3) aligning reward systems across functions; 4) establishing standardized S&OP metrics; 5) overcoming fear of change; 6) making good cross-functional decisions; 7) tailoring S&OP scenarios to business models; 8) establishing governance over the S&OP process, data, and improvement; 9) fully integrating new product launches; and 10) effectively linking S&OP planning to execution activities.
The document provides an overview of a Sales and Operations Planning (S&OP) user manual. It discusses key concepts in S&OP including demand planning, supply planning, financial implications, and the S&OP meeting process. The document outlines the objectives of S&OP, defines important terms, and describes the steps involved in each part of the S&OP process from demand forecasting to the final planning meeting.
S&OP: The power of an organisation that beats with one heart Tristan Wiggill
S&OP: The power of an organisation that beats with one heart by Monika Wates.
Presented during the 37th annual SAPICS conference and exhibition for supply chain professionals at Sun City from 31 May to 2 June
Enabling Best-Practice Demand Management and S&OP with Advanced Technology
Featured Presenter:
Doug Dedman, Vice President, Global Services, Steelwedge Software
Are you taking full advantage of all your demand signals? The sheer velocity of change – in business complexity, global volatility and available data – makes the prospect of managing regional and global planning a more elusive mission. Powerful demand planning can take you from a reactive to a proactive mode and turbo-charge your S&OP process.
In this webinar, you will learn how next-generation technology has enabled companies to more accurately forecast what their businesses will require.
Join us to learn more about how the right demand management approach and platform can enable you to:
Understand and grasp each demand type
Ensure accountability to the demand plan
Benefit from statistical forecasting where it makes sense while maintaining flexibility to use other forecasting methods
Collaborate internally and with customers when it makes sense
Achieve real-time visibility and synergy across all channels
To learn more about Steelwedge's Advanced S&OP Technology please visit: http://www.steelwedge.com/solutions/
The document discusses how lean manufacturing and executive sales and operations planning (S&OP) work together and differ. It provides strategies for different production environments including level, chase, and hybrid approaches. Specific topics covered include using production rate instead of demand rate for takt time, leveling mix versus volume, managing backlogs in a make-to-order environment, and reconciling supply planning with short-term actuals.
Every Angle value for food & beverage businesses running SAPEvery Angle US
Benefits to the Food and Beverage Industry
Every Angle supports the entire company operationally, along all the major business processes. Through the use of Every Angle, companies in the Food and Beverage Industry can obtain:
•Transparency of customer order flows;
•Great overview of obsolete stock (passed shelf life or changed packaging);
•Insight into different process bottlenecks to customer service issues and future stock allocations (e.g. shortages);
•Monitoring of returnable packaging (Beverage Industry).
________________________________________
Business Value
Every Angle with all standard applications and added value can be used in the Food & Beverage industry with special focus on:
•Clear visibility through the entire supply chain leads to better allocation of goods and products, reducing high levels of stock;
•Better management of batches (customer demands, shelf life, regulations, etc.);
•Less age rejections, downgrades, scrap and reworks, resulting in cost reductions;
•Increased profitability of the organization.
1) The document discusses product portfolio management and its importance in the sales and operations planning (S&OP) process. It notes that while product innovation is common, effective product portfolio management is often underutilized in S&OP.
2) Product portfolios are in a constant state of flux, with new products, renovations, and discontinuations occurring regularly. This level of change puts pressure on supply chain operations.
3) The document argues that product portfolio management should be a key step in the S&OP process, bringing together discussions around innovation, commercialization, and product life cycles. However, it is often missing from real-world S&OP implementations.
1. The document discusses implementing Sales & Operations Planning (S&OP) at Banner Pharmacaps to improve supply chain management. S&OP was seen as the right approach to align functions and create a single operating plan.
2. Oliver Wight consultants helped Banner implement S&OP rapidly in under 6 months. They provided training, templates, and process design support. Data systems were integrated to provide demand and supply planning data.
3. Banner saw many benefits after implementing S&OP, including improved forecasting, reduced inventories, better customer delivery, and financial performance meeting targets. The management team also collaborated better having regular S&OP meetings.
The document discusses Sales & Operations Planning (S&OP), which is a process that balances demand and supply to improve coordination between sales, production, and inventory. It describes S&OP's benefits, structure, and implementation. Case studies show how S&OP helped companies manage seasonality, demand fluctuations, and new product launches. Successful implementation requires support from top management and changes in planning behaviors and processes over 8-12 months.
Sales, Inventory & Operations Planning During High Growth, GMCRInnovation Enterprise
The document provides an after action review of Green Mountain Coffee Roasters' development and implementation of a Sales, Inventory, and Operations Planning (SIOP) process during a period of high growth. It describes initial progress made in establishing SIOP processes, meetings, and metrics. However, it also notes that key partners were not brought in early enough and senior executives needed more involvement in the design. Moving forward, the review recommends recruiting a planning director and enforcing a single, integrated planning system to improve forecasting, capacity planning, and inventory management.
20141028 michael ryan ibf orlando - dp from the ground upMichael Ryan
The core building block of a successful Sales and Operations Planning (S&OP) process is a solid demand planning process. Carlisle Brake & Friction (CBF), the leading provider of high performance braking had the need to implement a Demand Management Engine as their primary tool to facilitate the demand planning process. The presentation focuses on the S&OP process, from creating the need, to laying out a road map, as well as building the Demand Planning capability.
"Change" is the New Normal – Building a Sustainable Strategic Sourcing ProgramSAP Ariba
The saying goes, “The only constant is change.” This is all the more true when it comes to sustaining a strategic sourcing program. With rising commodity costs, globalization, and regulatory pressures, procurement teams struggle to sustain savings alongside a plethora of tactical responsibilities.
Join this session where industry leaders will share how they navigate and manage their strategic sourcing programs in today’s ever-changing environments.
Learn more about Ariba LIVE at http://spr.ly/LIVE2014LV-d
The Five Most Important KPIs for Services CompaniesJeanne Urich
The 5 financial metrics critical to the success of services organizations.
How to apply these KPIs to drive new levels of growth and profitability.
Near, and long term, recommended actions.
Content:
Goal:
Integrated business management requires the integration of all the business into that considering the processes, people & behaviors, and tools. The maturity of this integration will reflect direct in the results of the business, bottom line.
Key learning points:
a) All organizations are on a journey that never ends to performance improvement – what are the challenges
b) The Integrated Business Model and the maturity chart
c) The importance of the Integrated Business Management (IBM) / Sales and Operations Planning (S&OP) process into the Integrated Business Model
d) The Proven Path to goes through the journey consistent
e) The Integrated Supply Chain Management and the IBM/S&OP importance to support it, and reflected on both models – Oliver Wight and the SCC – SCOR
Empowering Strategic Sourcing: Transforming Your ProcessSAP Ariba
Strategic sourcing goes beyond just capturing quick-hit savings. Changing customer requirements, increasing regulations, and brand value risks have required businesses to find more collaborative ways to address essentials in the sourcing lifecycle. See how an ecosystem approach comprising spend analytics, supplier risk, contract management, and supplier management helps to better manage the sourcing process.
Back to Basics: The Simple Recipe for Customer SuccessTotango
The document discusses the key aspects of customer success, including analyzing the customer journey based on value creation, defining KPIs to measure success, creating a feedback loop between customers and products, and conducting constant experimentation. It notes that customer success means customers achieve value greater than their investment. The customer success team at Sefaira grew to 15 CSMs across multiple offices supporting over 500 architecture firms worldwide.
Leadership as a competitive differentiator finalDr. Sandra Reid
The document discusses leadership at Transplace, a transportation management company. It outlines Transplace's mission, values, and leadership principles. It then details the company's investments in leadership development, including accountability measures, training programs, and emphasis on its core values in performance reviews and recognition programs. The goal of these leadership initiatives is to develop talent and differentiate Transplace as an employer through its strong culture.
SAVIC Technologies Pvt Ltd is a global IT service Company providing Strategic Business Consulting and IT Services. The services offered include SAP S/4 HANA implementation, Expert Consulting, Application Management, Custom Developments, Upgrade, Migration, System Audit and Resourcing. Product offering include SAP (SAP S/4HANA, Analytics, LoB Solutions), NewGen and Intralinks.
This document provides an agenda for the AFFLINK Summit taking place June 14-17 in San Antonio. The agenda lists the schedule of events including registration, receptions, breakfasts, lunches, keynote speakers, breakout sessions, and tours. Breakout session topics include healthcare purchasing trends, influencing salespeople, outsourcing strategies, territory growth strategies, brand strategies, and sales force management. The document also lists new AFFLINK members and suppliers and recognizes AFFLINK's selection in a list of top supply chain projects.
APM Midlands branch - Facilitating Operational Excellence in and for business...Elisabeth Goodman
An APM Midlands branch seminar involving a case study based approach of some of Elisabeth Goodman's experiences (in Global Pharma R&D and with RiverRhee Consulting) of leading and facilitating operational organisational change projects, and of using Lean and Six Sigma to support organisational change. The seminar was also planned as an opportunity for the 40 or so participants to share some of their experiences, and for all of us to learn from each other.
Spinnaker provides an overview of integrated business planning (IBP) from both a process and technology perspective. They discuss typical performance gaps companies experience with demand and supply planning and the root causes. Spinnaker's framework separates IBP into demand, supply, and IBP processes with activities assigned to each. They also review SAP's IBP suite and how it can help achieve advanced IBP capabilities through applications for sales and operations planning, demand planning, supply planning and inventory planning. Spinnaker outlines critical foundations needed for successful IBP implementation including executive support, data quality, and change management.
Collaborative Demand Planning: A Requirement for Successful Integrated Busine...Steelwedge
KPMG will share real-world examples of the value of integrated business planning (IBP), as well as its philosophy, experience and framework for making IBP a sustainable reality.
During this webinar you will learn:
• The critical elements for successful IBP that many companies miss
• The common pitfalls companies face in IBP initiatives and how to avoid stalling at tactical S&OP
• An intuitive approach for more effective collaborative demand planning, one the of vital factors of IBP success
By now, many software Product Managers have encountered Agile development teams and adjusted their daily and weekly schedules to accommodate working with the team or with a Product Owner. But what about annual planning and budgeting? Roadmapping? Business cases? These are areas that touch the business as well as the development teams. Has your organization made the transition to more agile methods for these critical product management processes? If not, you're not gaining the full benefits of Agile software development methods.
The document describes Ofgem's efforts to develop a portfolio management function. It outlines Ofgem's organizational structure and divisions. It then discusses the key steps taken over 9 months to build the foundations of a portfolio management approach. This included gaining senior management sponsorship, building a skilled project management team, and establishing processes for collecting financial and project information. The presentation shows the timeline of activities and milestones reached from setting up the team to providing early portfolio reporting. It provides examples of the early results in categorizing budget information and outlining projects in the Forward Work Programme. Finally, it discusses lessons learned around taking a gradual approach to implementing portfolio management.
This document discusses the shift in power from manufacturers to retailers to consumers in the retail industry. It emphasizes that fulfillment excellence, which focuses on consistent service delivery and meeting consumer expectations, has become a strategic priority. It also outlines characteristics of leading companies that have adopted a service-centric supply chain model with customer service as the top principle.
SCM14 3rd Annual Sales and Operations PlanningLoan Kiss
This document provides information about the 3rd Annual Sales & Operations Planning Summit being held in Melbourne, Australia from 14-16 April 2015. The summit aims to help organizations improve their sales and operations planning (S&OP) processes to reduce costs and better align with business goals. It will feature presentations from over 30 speakers on various S&OP topics, as well as panels, case studies and roundtable discussions. Past attendees found it useful for comparing S&OP processes to other industries and sharing ideas to improve their own processes.
This document provides an overview of PwC's global operations consulting services. It discusses how PwC helps clients build advantaged operations through strategic assessments and operating model designs. Key service offerings discussed include innovation and development excellence, strategic supply management, competitive manufacturing, and other areas. PwC aims to deliver complete solutions to create competitive advantage and drive profitable growth through operations. The document highlights PwC's global reach and recognition as a leader in operations consulting.
Make 2016 the Year You Conquer Customer SuccessGainsight
2016 is just around the corner — and that means it’s time to set your business New Year’s resolution for 2016. But why settle for one generic goal like reducing churn or raising upsell? Why not resolve to make 2016 the year your organization invests in your customers as a major business driver?
New Year, New Approach: Take Your S&OP, Demand and Supply Planning Processes ...Steelwedge
Featured Presenters:
Frank Kang, Managing Director, Supply Chain and Operations Advisory Services, KPMG
Peter Yu, Director, Supply Chain and Operations Advisory Services, KPMG
Ed Lewis, Vice President, Product Marketing and Planning, Steelwedge Software
Whether your company is already advanced in its Integrated Business Planning (IBP) journey or is just starting to consider Sales and Operations Planning (S&OP), it can benefit from improved strategic and tactical alignment and increased agility.
Please join us for this free webinar to learn about the many opportunities best-practice S&OP processes and technologies offer. The results? You meet financial targets, strengthen customer relationships and establish accountability within your organization by integrating your demand/supply planning with long-term strategic business goals.
You will learn about:
- The questions to ask when evaluating the effectiveness of your planning processes and deciding where and how to start on an effective IBP journey
- A discussion on leading IBP Operating Model capabilities
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2. 2Keeping S&OP Alive ● September 25, 2014
CARLISLE INTERCONNECT
TECHNOLOGIES
CARLISLE FOOD
SERVICES
C A R L I S L E B R A K E
& F R I C T I O N
CARLISLE CONSTRUCTION
MATERIALS
Carlisle Companies (NYSE:CSL)
Overview
Diversified Manufacturing Conglomerate
Headquartered in Charlotte, NC
2013 Revenues: $2.9B
Public Company (CSL on NYSE)
4. 4Keeping S&OP Alive ● September 25, 2014
Carlisle Brake & Friction
“Carlisle Brake & Friction is the first choice in innovative braking
and friction solutions for the world’s top manufacturers. Our
global manufacturing, sales and support networks ensure we
are there to serve and support our customer base, wherever
they may be.”
Matt Dietrich, President CBF
5. 5Keeping S&OP Alive ● September 25, 2014
Keeping S&OP Alive
Mapping the Path Forward
ResultsProcess Discipline
6. 6Keeping S&OP Alive ● September 25, 2014
Why Did We Invest in an S&OP Process?
What Has S&OP Helped Us See?
What Have We Learned from S&OP?
Why Keep Going with S&OP?
Keeping S&OP Alive
Reflecting on S&OP
7. 7Keeping S&OP Alive ● September 25, 2014
Why did we start an S&OP process?
• Wanted to add value to the business
• Be better suppliers for our customers
S&OP is…
• A Business Process
• Market based and customer driven
• Collaborative and cross-functional
• Metrics tracked; performance driven
• Tied to execution of strategic plans
• Process of continuous improvement
Why Did We Start an S&OP Process?
What Motivated the Business?
Executive
S&OP
Product
Review
Demand
Review
Demand / Supply
Balance
Supply
Review
Integrated
Reconciliation
Closed Loop
Process
8. 8Keeping S&OP Alive ● September 25, 2014
S&OP will become “The Way We Work” at Carlisle Brake & Friction
Why “Do” S&OP?
Sales Perspective:
• Improved Supply
• Improved OTD
• Results in Sales Revenue
What’s In It For Me? (WIIFM)
Quantitative: It Can be Measured
The WIIFM of S&OP
What’s in It For Me? CBF?
Manufacturing Perspective:
• Improved Forecasts
• Improved Communication
• Results in Better Execution
From a Business Perspective:
• Support Reaching Our 2014 Global Sales Goal
• Demonstrate Capability to Customers as a Reliable and On Time Supplier
• More Efficient Use of Capital by Linking Production, Shipments and Inventory
9. 9Keeping S&OP Alive ● September 25, 2014
What Has S&OP Helped Us See?
• Plenty of Opportunity!
– Some coming from existing broken processes / awkward practices
• S&OP Shows us the “Rocks” in the Water
What Has S&OP Helped Us See?
Are the Results Measurable?
We Were… We Are… We Are Going…
• Communication by exception
• Improved Forecast Accuracy
• Plan for every part
• Align inventory to demand
Order
Management
Supply
Planning
Inventory
Management
• Daily interaction w/ plants
• No Demand Planning Org
• No Forecasting software
• Near term (<30 days) focused
• Reactive inventory mgmt.
Where…
• Moving to standard lead times
• Staffed
• Implementing Software
• Rough Cut Capacity Planning
• Calculating inventory entitlement
Demand
Planning
10. 10Keeping S&OP Alive ● September 25, 2014
What Have We Learned from S&OP?
• It’s not always easy
• Need to demonstrate tactical wins while implementing long term strategy
• No Team (Function, Group, Etc.) is Perfect
– Each brings their own perspective
– Value can mean different things
– Each Team adds value to the process!
What Have We Learned from S&OP?
Are the Results Measurable?
S&OP
11. 11Keeping S&OP Alive ● September 25, 2014
Why Keep Going with S&OP?
• Value from tactical wins creates breathing room to implement strategy
• Show “Wins” for the business
• Share the spotlight
Why Keep Going with S&OP?
How Do We Keep S&OP Alive?
5
1
2
3
4
No Process
Sustainable Process
Marginal Process
Basic Process
Linked Process
• Reactive
• Backorders
• Disconnected
• Predictive
• High Fill Rates
• Strategic
• Proactive
• Consistent Fill Rates
• Sales & Operations Linked
• Monthly Process
• Improving Fill Rates
• Routine Discussions
• Tactical (Daily)
• Poor Fill Rates
• Ad Hoc Discussions
We Are Here
• Harnessing Engagement
• Prioritizing Opportunities
• Implementing Process
12. 12Keeping S&OP Alive ● September 25, 2014
Focus on Metrics That Matter
• Customer Facing Metrics
– On Time Delivery
– Backorders
– Customer Forecast Accuracy
• Internal Metrics
– Forecast Accuracy
– Schedule Attainment
– Inventory Turns
Understand Interrelationship between Metrics
– Aligned & complementary goals
Make It Measurable
Get A Baseline, Drive Continuous Improvement
Maximum Service
Maximum Profit
Reduced
Service
Undersold
Plan
Reduced
Service
Oversold
Plan
• Lost Sales
• Backorders
• Overtime
• Expediting
• Cash
• Inventory
• Capacity
• Utilization
Profit
“One Goal, One Plan”
13. 13Keeping S&OP Alive ● September 25, 2014
Sales & Operations Planning (S&OP)
Moving Forward on Our Journey
14. 14Keeping S&OP Alive ● September 25, 2014
For More Information
Mryan@CarlisleCBF.com
www.Linkedin.com/in/isolveproblems