How to Improve and Accelerate your S&OP process April 20th 2010 Logichem Düsseldorf By Elke Servaes LogiChem 2011 will be the event's tenth anniversary and an opportunity for the most senior chemical supply chain & global logistics directors from the European chemicals community to come together once again share experiences, make new contacts and benchmark the latest chemical supply chain initiatives. Not only will LogiChem 2011 be a chance for the chemical industry to reminisce about the last ten years but an opportunity to shape the next decade. To celebrate a decade of LogiChem, there will be an exciting three day programme filled with networking opportunities in our new location, Antwerp.

1. How to Improve and Accelerate your S&OP process
April 20th 2010
Logichem Düsseldorf
Elke Servaes
Senior Consultant
OM Partners © Proprietary and Confidential - p. 1 -

2. Contents
The OM Partners Group: 5 min
- Who we are
- What we do
How to improve & accelerate your S&OP process with OMP Plus 35 min
- S&OP?
- S&OP according to OM Partners
OM Partners © Proprietary and Confidential - p. 2 -

3. Contents
The OM Partners Group:
- Who we are
- What we do
How to improve & accelerate your S&OP process with OMP Plus
- S&OP?
- S&OP according to OM Partners
OM Partners © Proprietary and Confidential - p. 3 -

4. The OM Partners Group: Activity
OM Partners = Provider of Demand and Supply Chain Planning Solutions
Solutions
SUPPLY
SUPPLY MANUFACTURING
MANUFACTURING DISTRIBUTION
DISTRIBUTION DEMAND
DEMAND
OM Partners © Proprietary and Confidential - p. 4 -

5. The OM Partners Group: History
Founded in 1985
- Strong roots in Mathematical Optimization
- Subsequent evolution towards Supply Chain Solutions
Key figures
- Personnel : 130 employees
- Turnover : 15.5 mio €
- Clients : over 200 clients and 400 implementations
OM Partners © Proprietary and Confidential - p. 5 -

6. The OM Partners Group: International Structure
Headquarters OM Partners (Antwerpen)
Subsidiaries
- OM Partners France - OM Partners Deutschland
- OM Partners Nederland - OM Partners USA
- OM Partners UK - OM Partners Asia
OM Partners © Proprietary and Confidential - p. 6 -

7. The OM Partners Group: Business Partners
Integration and consulting partners
- Accenture
- Capgemini
- Tieto
- Vest Company
- Wipro Technologies
- …
Solution partners
- Radar Automation
- Ortec
Software integration with
- Oracle
- SAP
- AICOMP
- Solarsoft Packaging Systems
- Business Objects (Crystal Reports)
- MapInfo
OM Partners © Proprietary and Confidential - p. 7 -

8. The OM Partners Group: Focus Industries
Mill Products
Corrugated and solid board, paper Metals, plastics, flooring, …
Semi Process
Chemicals, pharmaceuticals, starch, … dairy…
Consumer goods, food and beverage, dairy…
OM Partners © Proprietary and Confidential - p. 8 -

9. customers…
The OM Partners Group: Some of our customers…
OM Partners © Proprietary and Confidential - p. 9 -

10. chain…
Our added value to your supply chain…
VISIBILITY
AGILITY
PROFITABILITY
OM Partners © Proprietary and Confidential - p. 10 -

11. Overview Planning processes in OMP Plus
Strategic
Supply Chain Network Design
Supply Chain Network Design
Inventory Optimization & Product Portfolio Optimization
Inventory Optimization & Product Portfolio Optimization Forecasting
Forecasting
Tactical
Sales & Operations Planning
Sales & Operations Planning
Supply, Manufacturing, DRP & Transport Planning
Supply, Manufacturing, DRP & Transport Planning
Operational
Order Management,
Order Management,
Allocation
Allocation
Supply, Manufacturing, Loading & Transport Scheduling
Supply, Manufacturing, Loading & Transport Scheduling & Promising
& Promising
Supply Manufacturing Distribution Demand
OM Partners © Proprietary and Confidential - p. 11 -

12. Supported by only one tool… OMP Plus Next Level
OMP Plus: Taking Integration To The
Chain Network Design Multi-
Supply Multi- Network Design Multi-Language
Strategic
Supply Multi-User
Chain
Multi-
Multi-Site
Inventory Optimization & Product Portfolio OptimizationModular Forecasting
Inventory Optimization & Product Portfolio Optimization Forecasting
Tactical
Sales & Operations Planning
Sales & Operations Planning
In memory integration
Supply, Manufacturing, DRP & Transport Planning
Supply, Manufacturing, DRP & Transport Planning
Operational
Order Management,
Order Management,
Common Data Model Allocation
Allocation
Supply, Manufacturing, Loading & Transport Scheduling
Supply, Manufacturing, Loading & Transport Scheduling & Promising
& Promising
Central database
Supply Manufacturing Distribution Demand
OM Partners © Proprietary and Confidential - p. 12 -

13. software…
The OM Partners Solution: more than just software…
Values Services
- Visibility - Business consultancy
- Agility - Implementation
- Profitability - Support Services
Our Solutions = Software Products + Services + Commitment
Our Commitment =
To make it work
To keep it running
OM Partners © Proprietary and Confidential - p. 13 -

14. Contents
The OM Partners Group
- Who we are
- What we do
How to improve & accelerate your S&OP process with OMP Plus
- S&OP?
- S&OP according to OM Partners
OM Partners © Proprietary and Confidential - p. 14 -

15. Planning…
Sales & Operations Planning…..
OM Partners © Proprietary and Confidential - p. 15 -

16. idea…
Why S&OP ? The general idea…
If supply > demand:
• Rising inventories
• Declining profit margins
• Obsoletes
•…
If demand > supply:
• Suffering customer service
• Cost increases
(overtime, premium freight, …)
• Quality decrease because of rush
•…
Main goal of S&OP : balance supply & demand
OM Partners © Proprietary and Confidential - p. 16 -

17. … more in detail: S&OP definition (by Thomas Wallace)
Sales and Operations Planning (S&OP) is a business process that helps companies keep demand and
balance.
supply in balance.
It does that by focusing on aggregate volumes (product families and groups) so that mix issues
(individual products and customer orders) can be handled more readily.
readily.
dollars,
It occurs on a monthly cycle and displays information in both units and dollars, thus it integrates
operational and financial planning.
S&OP is crossfunctional, involving General Management, Sales, Operations, Finance and Product
crossfunctional, Product
Development.
It occurs at multiple levels within the company, up to and including the executive in charge of the
unit,
business unit, e.g. division president, business unit general manager, or CEO of a smaller corporation.
S&OP links the company’s Strategic Plans and Business Plan to its detailed processes – the order
company’
entry, master scheduling, plant scheduling, and purchasing tools it uses to run the business on a week-
week-
to-week, day-to-day, and hour-to-hour basis.
to- day-to- hour-to-
Used properly, S&OP enables the company’s managers to view the business holistically and gives them
company’
a window into the future.
Source : Thomas F. Wallace, Sales & Operations Planning: The How-To Handbook 2nd edition, 2004
OM Partners © Proprietary and Confidential - p. 17 -

18. S&OP: General
S&OP is not only / just a planning process that balances Supply and Demand,
but a management process
- Involving people from sales, operations, finance,…
- With a well described process description
- Following a certain workflow
- Requiring quite some change management in peoples thinking
The S&OP process should be the missing link between
- The corporate business strategy
- The operational day to day planning
operationalizing”
A big pitfall: Beware of “operationalizing” the S&OP process
Integration with these strategic and operational planning levels
- Overall consensus: is important
OM Partners © Proprietary and Confidential - p. 18 -

19. S&OP: The process description
TRADITIONAL SEQUENTIAL APPROACH
Data collection and preparation:
1. Collect sales and marketing information - sales/marketing events
- product life cycle
2. Develop a demand plan - statistical forecasting
- current performance, …
3. Generate an unconstrained consensus forecast
Demand review:
- unconstrained forecast
4. Shape the demand plan for supply
Supply review:
- constrained plan
5. Make a constrained supply plan
Financial impact calculation
6. Shape demand plan Reconciliation step / Pre-S&OP meeting:
- What-if analysis
7. Review the financial impact - SWOT analysis
Consensus meeting / Senior
8. Communicate the sales plan management review / Executive S&OP
meeting
9. Measure and communicate the plan Communication of decisions
Typically a few weeks
OM Partners © Proprietary and Confidential - p. 19 -

20. S&OP: The process description
Although two typical approaches can be derived:
- Spreadsheet/simulation approach
. Flexible way to enter information
. Sequential demand, supply and financial review
. Trial-and-error process
- Optimization approach
. Demand, supply and finance should be considered simultaneously
. Precise definition of scope, constraints and objective function is required
consistency in S&OP process
. Strategic decisions can be taken into account (modeled as constraints)
OM Partners © Proprietary and Confidential - p. 20 -

21. Contents
The OM Partners Group
- Who we are
- What we do
How to improve & accelerate your S&OP process with OMP Plus
- S&OP?
- S&OP according to OM Partners
OM Partners © Proprietary and Confidential - p. 21 -

22. trade-
OM Partners S&OP Approach: the basic trade-offs
Capacity Demand
+ overtime, hiring, extra machines, + marketing actions, price reductions, …
subcontracting, … - premium pricing, product/customer
- downtime, firing, … portfolio rationalization
$ variable costs + direct fixed $ sales price
costs
Inventory
+ anticipation stock accumulation
- stock build-offs
$ stock holding costs
Make trade-offs while maximizing value:
expressed as contribution to profit, taking into account
gross margin - direct fixed costs and working capital constraints
OM Partners © Proprietary and Confidential - p. 22 -

23. OM Partners S&OP Approach (1)
OMP Plus: integrated planning levels
integration between S&OP module and:
- Strategic decisions
- Forecasting / demand module
Visibility
- Operational (Master Planning and Scheduling) modules
Strategic
Supply Chain Network Design
Supply Chain Network Design Agility
Inventory Optimization & Product Portfolio Optimization
Inventory Optimization & Product Portfolio Optimization Forecasting
Forecasting
Tactical
Sales & Operations Planning
Sales & Operations Planning
Supply, Manufacturing, DRP & Transport Planning
Supply, Manufacturing, DRP & Transport Planning
Operational
Order Management,
Order Management,
Allocation
Allocation
Supply, Manufacturing, Loading & Transport Scheduling
Supply, Manufacturing, Loading & Transport Scheduling & Promising
& Promising
Supply Manufacturing Distribution Demand
OM Partners © Proprietary and Confidential - p. 23 -

24. OM Partners S&OP Approach (2)
The S&OP process: optimization approach
- Simultaneously looking at demand, supply and finance
- Including strategic business rules
- While maximizing value: value based planning
- Shorter planning / process cycles Profitability
TRADITIONAL SEQUENTIAL APPROACH Agility
1. Collect sales and marketing information INTEGRATED OMP PLUS APPROACH
2. Develop a demand plan 1. Collect sales and marketing information
3. Generate an unconstrained consensus forecast
2. Develop a demand plan with sales prices
4. Shape the demand plan for supply
3. Generate a supply and demand plan
5. Make a constrained supply plan optimized for value
Optimized for
6. Shape demand plan highest value
4. Evaluate optimized scenarios
7. Review the financial impact and reach a consensus
8. Communicate the sales plan 5. Communicate the sales plan
9. Measure and communicate the plan 6. Measure and communicate the plan
Typically a few weeks Typically a few days
OM Partners © Proprietary and Confidential - p. 24 -

25. OM Partners S&OP approach (3): Process description
S&OP preparation
• Demand
•
Pre
Pre-S&OP: Plan
Supply Executive
• Finance alue-
value-based, integrated communication
S&OP meeting
• New product reconciliation & execution
& process
development
OM Partners © Proprietary and Confidential - p. 25 -

26. S&OP process description: step 1
S&OP preparation
• Demand
Pre
Pre-S&OP: Plan
• Supply Executive
• Finance alue-
value-based, integrated communication
S&OP meeting
• New product reconciliation & execution
& process
development
OM Partners © Proprietary and Confidential - p. 26 -

27. Planning Functionality: Overview
Supply Chain Network Design
Supply Chain Network Design
Strategic
Supply Chain Network Design
Supply Chain Network Design
Inventory Optimization & Product Portfolio Optimization
Inventory Optimization & Product Portfolio Optimization Forecasting
Forecasting
Inventory Optimization & Product Portfolio Optimization
Inventory Optimization & Product Portfolio Optimization Forecasting
Forecasting
Tactical
Sales & Operations Planning Operations Planning
Sales & Operations Planning Operations Planning
Sales &
Sales &
ERP
ERP
&
&
Supply, Manufacturing, DRP & Transport Planning
Supply, Manufacturing, DRP & Transport Planning MES
MES
Supply, Manufacturing, DRP & Transport Planning
Supply, Manufacturing, DRP & Transport Planning
Operational
Order Management,
Order Management,
Order Management,
Order Management,
AllocationAllocation
AllocationAllocation
Supply, Manufacturing, Loading & Transport Scheduling
Supply, Manufacturing, Loading & Transport Scheduling & Promising
& PromisingPromising
&
& Promising
Supply, Manufacturing, Loading & Transport Scheduling
Supply, Manufacturing, Loading & Transport Scheduling
Supply Manufacturing Distribution Demand
OMP FEEDBACK MANAGER
OMP FEEDBACK MANAGER
OM Partners © Proprietary and Confidential - p. 27 -

28. Step 1a : Integrated Demand preparation
Supply Chain Network Design Visibility
Supply Chain Network Design
Forecasting:
Forecasting: Sales
history
Inventory Optimization & Product Portfolio Optimization
Inventory Optimization & Product Portfolio Optimization Forecasting
Forecasting
Statistical fcst
Statistical fcst
Unconstrained PLC mgmt
PLC mgmt
forecast Promotion mgmt
Promotion mgmt
Sales prices
Sales & Operations Planning
Sales & Operations Planning
ERP
ERP
&
&
MES
MES
Supply, Manufacturing, DRP & Transport Planning
Supply, Manufacturing, DRP & Transport Planning Order Management,
Order Management,
Allocation
Allocation
& Promising
& Promising
Supply, Manufacturing, Loading & Transport Scheduling
Supply, Manufacturing, Loading & Transport Scheduling
OMP FEEDBACK MANAGER
OMP FEEDBACK MANAGER
OM Partners © Proprietary and Confidential - p. 28 -

29. Integrated Forecasting / S&OP View
S&OP Pyramid Forecast graph
of selection
Year Totals
Past Months Generate unconstrained
S&OP forecast
OM Partners © Proprietary and Confidential - p. 29 -

30. Step 1b : Integrated (operational) Supply preparation
Supply Chain Network Design
Supply Chain Network Design
Visibility Sales
history
Inventory Optimization & Product Portfolio Optimization
Inventory Optimization & Product Portfolio Optimization Forecasting
Forecasting
Unconstrained
forecast
Sales & Operations Planning
Sales & Operations Planning
Sales prices
-Planning Model
Planning
-Planning Model
Planning
(prod., transp., purch. and subcontr. capabilities)
(prod., transp., purch. and subcontr. capabilities) ERP
ERP
-- Supply costs
Supply costs
&
&
MES
MES
Plan + stock
Supply, Manufacturing, DRP & Transport Planning
Supply, Manufacturing, DRP & Transport Planning Order Management,
Order Management,
Allocation
Allocation
Schedule & Promising
& Promising
Supply, Manufacturing, Loading & Transport Scheduling
Supply, Manufacturing, Loading & Transport Scheduling
OMP FEEDBACK MANAGER
OMP FEEDBACK MANAGER
OM Partners © Proprietary and Confidential - p. 30 -

31. Zoom in on supply planning : integrated with all planning levels
Days Weeks Months
S&OP
MPS/deployment
Scheduling
OM Partners © Proprietary and Confidential - p. 31 -

32. Integrated Supply / S&OP View
Scheduled productions are
input for S&OP cycle
Month/Quarter buckets
S&OP Plan line
Campaign Gantt
OM Partners © Proprietary and Confidential - p. 32 -

33. Step 1b : Integrated (strategic) Supply preparation
Supply Chain Network Design
Supply Chain Network Design
LT capacity & Location decisions Visibility Sales
history
Inventory Optimization & Product Portfolio Optimization
Inventory Optimization & Product Portfolio Optimization Forecasting
Forecasting
Safety Stocks Unconstrained
forecast
Sales & Operations Planning
Sales & Operations Planning
Sales prices
-Planning Model
Planning
-Planning Model
Planning
(prod., transp., purch. and subcontr. capabilities)
(prod., transp., purch. and subcontr. capabilities) ERP
ERP
-- Supply costs // Sales prices
Supply costs Sales prices &
&
MES
MES
Plan + stock
Supply, Manufacturing, DRP & Transport Planning
Supply, Manufacturing, DRP & Transport Planning Order Management,
Order Management,
Allocation
Allocation
Schedule & Promising
& Promising
Supply, Manufacturing, Loading & Transport Scheduling
Supply, Manufacturing, Loading & Transport Scheduling
OMP FEEDBACK MANAGER
OMP FEEDBACK MANAGER
OM Partners © Proprietary and Confidential - p. 33 -

34. Integrated Strategic balancing / S&OP View
S&OP for 3 plants
Demand & Supply plan
for Plant A
(1 Year Aggr. Bucket)
Strategic Restricted Capacity
for machine A1 (based on
Theoretically available strategic balancing between
capacity on machine A1 plants)
Compared to used
Used capacity on capacity on machine A1
machine A1 (95%) (104%)
OM Partners © Proprietary and Confidential - p. 34 -

35. S&OP process description: step 2
S&OP preparation
• Demand
Pre
Pre-S&OP: Plan
• Supply Executive
• Finance alue-
value-based, integrated communication
S&OP meeting
• New product reconciliation & execution
& process
development
OM Partners © Proprietary and Confidential - p. 35 -

36. Pre value- integrated
Step 2 : Pre-S&OP: value-based, integrated reconciliation
Review past performance: analyze gaps with previous plan
performance:
Make base scenario
- Take unconstrained forecast Agility
- Apply minimal supply constraints
Profitability
Make gap analysis
- Compare base scenario with previous S&OP plan, corporate targets, …
targets,
trade-
Make alternative demand and supply scenarios based on typical S&OP trade-offs
- Derived from base scenario and gap analyses
- Value-
Value-based optimization of each scenario
- Demand shaping
- Prepare KPI view on scenarios
Reconcile demand, supply and finance views
- Evaluate alternative scenarios
- Select key scenarios
Prepare executive review
OM Partners © Proprietary and Confidential - p. 36 -

37. Value Based Optimization
Value driver tree S&OP objective function Relationship with
S&OP decisions
Sales
Sales (+) sales prices
(+) sales prices Select the most profitable
demand
Contribution
Contribution
EBIT
EBIT margin
margin Variable (-) variable costs, incl. Select most cost efficient
Variable (-) variable costs, incl. supply, production,
costs
costs non-financial stock costs
non-financial stock costs transport, stocking
EBIT
EBIT Fixed
Fixed Fixed costs directly linked
(-) only direct fixed costs
(-) only direct fixed costs to S&OP decisions
after
after costs
costs Non-direct fixed costs
capital
capital should be left out and not
costs
costs converted into variable
costs
Working
Working (-) financial stock costs
(-) financial stock costs E.g. optimize stock levels,
Total
Total Capital
Capital subject to: working capital
subject to: working capital payment terms in different
constraints markets, …
investment
investment constraints
Capital
Capital Permanent
Permanent
costs
costs Investments
Investments
Percentage
Percentage
capital costs
capital costs
OM Partners © Proprietary and Confidential - p. 37 -

38. Value based optimization
Profitability
Supply Chain Network Design
Supply Chain Network Design
LT capacity & Location decisions Sales
history
Inventory Optimization & Product Portfolio Optimization
Inventory Optimization & Product Portfolio Optimization Forecasting
Forecasting
Safety Stocks Unconstrained
forecast
Sales prices
Sales & Operations Planning
Sales & Operations Planning
ERP
ERP
&
&
MES
MES
Plan + stock
Order Management,
Order Management,
Supply, Manufacturing, DRP & Transport Planning
Supply, Manufacturing, DRP & Transport Planning Allocation
Allocation
& Promising
& Promising
Schedule
Supply, Manufacturing, Loading & Transport Scheduling
Supply, Manufacturing, Loading & Transport Scheduling
OMP FEEDBACK MANAGER
OMP FEEDBACK MANAGER
OM Partners © Proprietary and Confidential - p. 38 -

39. Solver Strategies: Scenario Management
Limited Capacity vs. Capacity with extra shift
Base scenario
Shift Base
With extra shift
OM Partners © Proprietary and Confidential - p. 39 -

40. S&OP process description: step 3
S&OP preparation
• Demand
Pre
Pre-S&OP: Plan
• Supply Executive
• Finance value-based, integrated
alue- communication
S&OP meeting
• New product reconciliation & execution
& process
development
OM Partners © Proprietary and Confidential - p. 40 -

41. Step 3 : Executive S&OP meeting
Review past performance
Decision making on key scenarios
Agility
- Validation based on KPIs, assumptions and SWOT analysis
- Tie-breaking when pre-S&OP was unable to reach consensus
Tie- pre-
- Check alignment with business plan / budget & corporate strategy Visibility
Define action plan
- Actions on gaps between plan and performance
- Actions on consensus plan
- What-if scenarios for evaluation in next S&OP cycles
What-
Who
- Senior managers from supply, sales and finance
- Key-users from supply, sales and finance
Key-
OM Partners © Proprietary and Confidential - p. 41 -

42. KPI report: Scenario Management
Different Scenarios
KPI’
Different KPI’s
Scenario
Comparison chart
OM Partners © Proprietary and Confidential - p. 42 -

43. KPI report: Capacity report
KPI’
Different KPI’s
OM Partners © Proprietary and Confidential - p. 43 -

44. KPI report: Service Levels and Inventory report
KPI Alerts
OM Partners © Proprietary and Confidential - p. 44 -

45. OMP Reporter: Crystal Reports and Scenario Management
OM Partners © Proprietary and Confidential - p. 45 -

46. OMP Reporter : OLAP cubes
OLAP Cubes
- An OLAP (OnLine Analytical Processing) Cube is a data structure that allows fast and
flexible analysis of data
- Based on a set of predefined “measures” categorized by dimensions
measures”
- The tool allows to view or “pivot” the data in numerous ways
pivot”
OM Partners © Proprietary and Confidential - p. 46 -

47. S&OP process description: step 4
S&OP preparation
• Demand
Pre
Pre-S&OP: Plan
• Supply Executive
• Finance value-based, integrated
alue- communication
S&OP meeting
• New product reconciliation & execution
& process
development
OM Partners © Proprietary and Confidential - p. 47 -

48. Step 4: Integrated communication
Supply Chain Network Design
Supply Chain Network Design Visibility
LT capacity & Location decisions Sales
history
Inventory Optimization & Product Portfolio Optimization
Inventory Optimization & Product Portfolio Optimization Forecasting
Forecasting
Safety Stocks Unconstrained
forecast
Sales & Operations Planning
Sales & Operations Planning Sales prices
Constrained
Operations plan forecast SKU constrained
Plan forecast ERP
ERP
• Sourcing
+ • Stock targets
&
&
stock MES
MES
• Capacity decisions
Supply, Manufacturing, DRP & Transport Planning
Supply, Manufacturing, DRP & Transport Planning Order Management,
Order Management,
Allocation
Allocation
Schedule & Promising
& Promising
Supply, Manufacturing, Loading & Transport Scheduling
Supply, Manufacturing, Loading & Transport Scheduling
OMP FEEDBACK MANAGER
OMP FEEDBACK MANAGER
OM Partners © Proprietary and Confidential - p. 48 -

49. Zoom in on supply planning : integrated with all planning levels
Days Weeks Months
S&OP
MPS/deployment
Scheduling
OM Partners © Proprietary and Confidential - p. 49 -

50. Integrated S&OP/Supply (MPS) view
S&OP view with
monthly aggregated
buckets and
product family level
MPS view with
weekly buckets and
product level
OM Partners © Proprietary and Confidential - p. 50 -

51. S&OP process description
S&OP preparation
• Demand
Pre
Pre-S&OP: Plan
• Supply Executive
• Finance value-based, integrated
alue- communication
S&OP meeting
• New product reconciliation & execution
& process
development
OM Partners © Proprietary and Confidential - p. 51 -

52. S&OP with OMP Plus in a mixed vendor landscape (eg. SAP)
Forecast and demand plan
APO S&OP in OMP Plus
DP
• S&OP integrated with forecasting, planning
SAP R/3 and scheduling
• Consolidated, Intuitive Forecasting, Planning
and Scheduling views
SNP • Views including Historical Plan/Realization data
Historical sales, distribution
and production data
• Scenario Management
• Powerful End to End Optimization Engines
Supply plan on finished good level
PP/DS
Short term supply schedule Supporting an integrated and
collaborative S&OP Process
• Fragmented processes
OM Partners © Proprietary and Confidential - p. 52 -

53. OMP Plus as an S&OP Solution: more than just software
Strategic
Supply Chain Network Design
Supply Chain Network Design
Inventory Optimization & Product Portfolio Optimization
Inventory Optimization & Product Portfolio Optimization Forecasting
Forecasting
Tactical
Sales & Operations Planning
Sales & Operations Planning
Supply, Manufacturing, DRP & Transport Planning
Supply, Manufacturing, DRP & Transport Planning
Operational
Order Management,
Order Management,
Supply, Manufacturing, Loading & Transport Scheduling
Supply, Manufacturing, Loading & Transport Scheduling Allocation
Allocation
& Promising
& Promising
Supply Manufacturing Distribution Demand
Visibility Agility Profitability
S&OP preparation
• Demand
• Supply Pre
Pre-S&OP: Plan
Executive
• Finance value-based, integrated
alue- communication
S&OP meeting
• New product reconciliation & execution
& process
development
OM Partners © Proprietary and Confidential - p. 53 -

54. Thank you
eservaes@ompartners.com
www.ompartners.com
OM Partners © Proprietary and Confidential
- p. 54 -