This document discusses forecasting methods used in operations management. It describes forecasting as predicting future events and underlying all business decisions regarding production, inventory, personnel and facilities. Short-term forecasts are up to 1 year and used for purchasing and scheduling, while medium forecasts are 3 months to 3 years for planning and budgeting. Long-term forecasts over 3 years guide new product planning and research. Qualitative methods use intuition for new situations while quantitative methods employ mathematics for stable, historical data situations. The document outlines various qualitative and quantitative forecasting techniques.
The document discusses how Firmenich, a fragrance and flavor company, uses metrics and key performance indicators (KPIs) to achieve supply chain excellence. It outlines Firmenich's S&OP process hierarchy and describes how they developed a KPI scorecard to measure metrics like forecast accuracy, supply plan adherence, and inventory levels. The case study shows how Firmenich improved forecast accuracy by 44% annually and reduced forecast bias and inventory through their focus on performance metrics.
This article discusses how businesses can improve their Sales & Operations Planning (S&OP) process by incorporating scenario planning using probabilistic planning, predictive analytics, and simulation to better address uncertainty, complexity, and risk. Currently, S&OP processes do not adequately account for these factors and can hide critical details. The article recommends using predictive analytics on demand data and scenario planning with quantitative methods to generate alternative plans and assess risks. This will help businesses better balance supply and demand when facing uncertainties.
Revenue Growth or Cost Control? Strike the Right Balance with S&OP and Demand...Steelwedge
StrataBridge is a boutique consulting firm that advises organizations on strategy, innovation, and operations to achieve sustainable growth. They help companies adapt their decision-making processes, like sales and operations planning (S&OP) and integrated business planning (IBP), to enable strategic flexibility in unpredictable environments. The webinar discusses balancing control and growth by thinking of decision-making as an "ecosystem" rather than a system, understanding trends driving opportunities, and using a mix of algorithms, heuristics, and exploration to create new value over time.
Sales and operations planning bfs boston 2007Charles Novak
The document discusses Sales & Operations Planning (S&OP). It provides recommendations to improve S&OP processes and effectiveness. Key recommendations include broadening participation in S&OP to include executive management and various departments; using a cross-functional team for planning; engaging senior leadership; aligning S&OP with corporate strategy; and implementing regular formal review meetings, performance management, and technology to support S&OP. The goal is to advance S&OP from a tactical process to a strategic, integrated, and innovative planning approach.
Sales Planning vs. Demand Planning: Getting Sales Back Into S&OP
Featured Presenter:
Danny Smith, Vice President, Industries, Steelwedge Software
In recent years, functions other than Sales – including Supply Chain and Finance – have often taken ownership of predicting future sales. The process has become an aggregation exercise done by specialists, and the name itself – demand management – indicates that the Sales team is not intimately involved. But true S&OP requires Sales to “own their number,” which delivers company-wide benefits because Sales is the closest to the demand signal.
In this webinar you will learn about:
- The Sales Planning Challenges
- The Keys to Success
- How a Sales Planning Platform Can Help You Hit Your Number
Sales and Operations Planning at Newell Rubbermaidadownard
The document summarizes a webcast presentation by Newell Rubbermaid on their global sales and operations planning (S&OP) process. It provides an overview of Newell Rubbermaid's business segments and organizational structure. It then discusses their S&OP people, processes, systems, measures of success, and goals for further improvement.
Demand Planning at Ghirardelli: Developing a Best Practice Process in support of S&OP. Presented at the IBF Business Forecasting and Planning Conference, Scottsdale Arizona on February 25th, 2014
The document discusses how Firmenich, a fragrance and flavor company, uses metrics and key performance indicators (KPIs) to achieve supply chain excellence. It outlines Firmenich's S&OP process hierarchy and describes how they developed a KPI scorecard to measure metrics like forecast accuracy, supply plan adherence, and inventory levels. The case study shows how Firmenich improved forecast accuracy by 44% annually and reduced forecast bias and inventory through their focus on performance metrics.
This article discusses how businesses can improve their Sales & Operations Planning (S&OP) process by incorporating scenario planning using probabilistic planning, predictive analytics, and simulation to better address uncertainty, complexity, and risk. Currently, S&OP processes do not adequately account for these factors and can hide critical details. The article recommends using predictive analytics on demand data and scenario planning with quantitative methods to generate alternative plans and assess risks. This will help businesses better balance supply and demand when facing uncertainties.
Revenue Growth or Cost Control? Strike the Right Balance with S&OP and Demand...Steelwedge
StrataBridge is a boutique consulting firm that advises organizations on strategy, innovation, and operations to achieve sustainable growth. They help companies adapt their decision-making processes, like sales and operations planning (S&OP) and integrated business planning (IBP), to enable strategic flexibility in unpredictable environments. The webinar discusses balancing control and growth by thinking of decision-making as an "ecosystem" rather than a system, understanding trends driving opportunities, and using a mix of algorithms, heuristics, and exploration to create new value over time.
Sales and operations planning bfs boston 2007Charles Novak
The document discusses Sales & Operations Planning (S&OP). It provides recommendations to improve S&OP processes and effectiveness. Key recommendations include broadening participation in S&OP to include executive management and various departments; using a cross-functional team for planning; engaging senior leadership; aligning S&OP with corporate strategy; and implementing regular formal review meetings, performance management, and technology to support S&OP. The goal is to advance S&OP from a tactical process to a strategic, integrated, and innovative planning approach.
Sales Planning vs. Demand Planning: Getting Sales Back Into S&OP
Featured Presenter:
Danny Smith, Vice President, Industries, Steelwedge Software
In recent years, functions other than Sales – including Supply Chain and Finance – have often taken ownership of predicting future sales. The process has become an aggregation exercise done by specialists, and the name itself – demand management – indicates that the Sales team is not intimately involved. But true S&OP requires Sales to “own their number,” which delivers company-wide benefits because Sales is the closest to the demand signal.
In this webinar you will learn about:
- The Sales Planning Challenges
- The Keys to Success
- How a Sales Planning Platform Can Help You Hit Your Number
Sales and Operations Planning at Newell Rubbermaidadownard
The document summarizes a webcast presentation by Newell Rubbermaid on their global sales and operations planning (S&OP) process. It provides an overview of Newell Rubbermaid's business segments and organizational structure. It then discusses their S&OP people, processes, systems, measures of success, and goals for further improvement.
Demand Planning at Ghirardelli: Developing a Best Practice Process in support of S&OP. Presented at the IBF Business Forecasting and Planning Conference, Scottsdale Arizona on February 25th, 2014
This document provides a practitioner's guide to effective demand planning. It discusses how demand planning has plateaued for many companies despite two decades of process and technology refinement. Effective demand planning requires admitting past mistakes, continuous improvement, and carefully reimplementing demand planning technologies to better sense and shape demand. Key success factors include having demand planning report to a central supply chain group rather than sales or other functions to reduce bias. Companies must also carefully design data governance between global and regional teams. Rising demand volatility further challenges traditional demand planning approaches and highlights the need for improvements.
Best Practices in Demand Planning and Sales ForecastingHatim Ratlami
The document discusses best practices for demand planning and sales forecasting. It begins with an abstract noting organizations spend significant resources on forecasting but poor practices can hamper goals. The top 10 demand planning mantras are then presented, including getting data quality right before forecasting, understanding data, defining metrics, leveraging statistical tools, establishing processes and calendars, assessing promotions, seeking consensus forecasts, being proactive in planning, managing exceptions, and utilizing market intelligence over forecasting. The document concludes with discussing the author and consulting firm that specializes in demand planning and provides related training and services.
The document summarizes a panel discussion on sales and operations planning (S&OP) from a conference. It introduces three panelists from different companies and discusses their S&OP processes. It then covers key topics around S&OP including the five-step executive S&OP process, benefits of S&OP, implementation challenges, and the future growth of S&OP.
eCIO PPT Annual Operations Plan (AOP) Planning ProcessDavid Niles
The document outlines an approach for developing an annual operations plan (AOP) and long-range planning (LRP) process for an organization. It describes using Hoshin charts and affinity diagrams to set goals and objectives. Examples of enterprise infrastructure goals from a large manufacturing organization are provided, such as reducing costs, improving security, and delivering global capabilities. The planning process involves collecting data, creating objectives, and gaining alignment across levels of the organization.
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.
Annual Operations (AOP) and Long-Range (LRP) Planning ProcessDavid Niles
Outline an approach to the development of an Annual Operating Plan (AOP) and Long-Range Planning (LRP) process. Show an appropriate timeline to this process.
Describe the background to Hoshin Charts, Affinity Diagrams and how they fit into the AOP and LRP processes
Illustrate examples of Enterprise Infrastructure Goals and Objectives for a large manufacturing organization, and how they could fit into an AOP.
This document discusses demand planning and the influences on the supply chain. It begins by introducing demand planning and how understanding consumer behavior is key. It then outlines several factors that influence demand, including the marketing mix of product, place, price, and promotion. It also discusses demand patterns like trends, seasonality, and cycles. The document emphasizes that demand planning requires analyzing data from various sources to understand the consumer and forecast future demand. It concludes that demand planning is both an art and a science that requires collaboration between stakeholders.
Research and Development and Information TechnologyPrashant Mehta
The document discusses research and development (R&D) strategy formulation. It notes that R&D personnel perform tasks like technology transfer and product adaptation for local markets. Developing new products requires significant resources that are often constrained. Technological improvements shorten product life cycles. R&D strategy should tie external opportunities to internal strengths and align with organizational objectives. The document discusses different approaches to R&D strategy regarding areas like basic vs applied research, leadership vs follower status, and conducting R&D internally vs externally. It also addresses matching R&D strategy to scenarios of technological and market change.
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.
This document discusses the benefits of implementing an integrated sales and operations planning (S&OP) process. It provides a case study of a chemical company that improved forecast accuracy from 20% to 38%, reduced inventory days of supply, and increased production plan adherence and financial forecast accuracy through S&OP. Regular S&OP meetings aligned business, finance, and supply chain plans, resulting in improved visibility, service levels, and financial performance.
Managing supply chain from the front demand planning excellenceNUS-ISS
This document discusses demand planning and forecasting excellence. It begins by introducing the speaker and FuturMaster company which has 20 years of experience in demand planning solutions. It then discusses why forecasting is important for service levels, profitability, inventory optimization and cost reduction. Common business challenges are also outlined such as increasing market complexity, competition, and shortened product lifecycles. The document delves into forecasting concepts including baseline, promotions, cannibalization, and collaborative processes. It emphasizes building the right organization and tools to support a sustainable forecasting process through collaboration, accountability, change management and advanced planning solutions.
This document discusses strategies for improving demand management performance. It identifies three key areas of focus: benchmarking performance, conducting a competitive maturity assessment, and identifying actions for improvement. Top performers excel at strategic alignment, collaboration, and responsiveness. The document provides a framework to analyze pressures, actions, capabilities and enablers. It also outlines steps that poor, average and top performers can take to enhance demand management.
Only 40 % of turnarounds are successful. And in stressful times like these, the odds are even smaller. A company in declining financial health needs to steer clear of common pitfalls and take necessary action without compromising their long-term strategy.
In this webinar, you will learn some tools and frameworks for identifying, planning and implementing a successful turnaround. We will present insights, learnings and cases from the construction equipment industry and the financial crisis of 2008-2009, together with an outlook on the accelerated change that we are seeing in today’s crisis.
This document provides an agenda for the Supply Chain Forecasting & Planning Conference in Europe. The conference will take place from November 20-22, 2013 in Amsterdam and feature presentations and tutorials on topics related to statistical forecasting, demand planning, and sales and operations planning (S&OP). A full-day statistical forecasting tutorial will be held on November 20th covering topics such as forecasting methods, data management, regression models, and measuring forecast accuracy. Conference presentations on subsequent days will address challenges and best practices related to demand planning, S&OP processes, product forecasting, and optimization of advanced planning systems.
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.
Job analysis is the process of determining the duties, skills, and requirements of a job. It involves collecting information on job duties, human behaviors, equipment used, performance standards, and human requirements. This information is then used to create job descriptions, which outline duties and responsibilities, and job specifications, which outline required education, skills, and other human qualifications. There are various quantitative and qualitative techniques used to conduct job analysis, including interviews, questionnaires, observation, and process charts. The goal is to accurately document existing jobs and use this information for recruitment, performance management, training, and other human resource functions.
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.
1) The document discusses operations strategy and how it fits within the overall operations management philosophy and supports the corporate strategy. It links long-term and short-term operations decisions to achieving corporate goals.
2) Key aspects of operations strategy covered include process strategy, quality management, supply chain management, location strategy, and integrating operations with sales and resource planning.
3) Developing an effective operations strategy involves analyzing the environment, identifying core competencies, determining core processes, and developing strategies to support the overall corporate strategy and priorities.
The document outlines a chapter on forecasting that discusses key topics like forecasting time horizons, the influence of product life cycles, and types of forecasts. It provides an example of how Tupperware uses forecasting across its global profit centers and aggregates forecasts. The chapter objectives are to define forecasting terms, describe quantitative and qualitative forecasting methods, and explain techniques like moving averages and regression analysis.
This document outlines key concepts related to forecasting, including:
- The three time horizons for forecasting: short, medium, and long range.
- Qualitative and quantitative forecasting methods such as jury of executive opinion, Delphi method, moving averages, and exponential smoothing.
- Components of time series data including trend, seasonality, cyclicality, and randomness.
- Steps in a forecasting system and challenges with producing accurate forecasts.
- How Disney uses forecasting across its global operations to inform decisions.
This document provides a practitioner's guide to effective demand planning. It discusses how demand planning has plateaued for many companies despite two decades of process and technology refinement. Effective demand planning requires admitting past mistakes, continuous improvement, and carefully reimplementing demand planning technologies to better sense and shape demand. Key success factors include having demand planning report to a central supply chain group rather than sales or other functions to reduce bias. Companies must also carefully design data governance between global and regional teams. Rising demand volatility further challenges traditional demand planning approaches and highlights the need for improvements.
Best Practices in Demand Planning and Sales ForecastingHatim Ratlami
The document discusses best practices for demand planning and sales forecasting. It begins with an abstract noting organizations spend significant resources on forecasting but poor practices can hamper goals. The top 10 demand planning mantras are then presented, including getting data quality right before forecasting, understanding data, defining metrics, leveraging statistical tools, establishing processes and calendars, assessing promotions, seeking consensus forecasts, being proactive in planning, managing exceptions, and utilizing market intelligence over forecasting. The document concludes with discussing the author and consulting firm that specializes in demand planning and provides related training and services.
The document summarizes a panel discussion on sales and operations planning (S&OP) from a conference. It introduces three panelists from different companies and discusses their S&OP processes. It then covers key topics around S&OP including the five-step executive S&OP process, benefits of S&OP, implementation challenges, and the future growth of S&OP.
eCIO PPT Annual Operations Plan (AOP) Planning ProcessDavid Niles
The document outlines an approach for developing an annual operations plan (AOP) and long-range planning (LRP) process for an organization. It describes using Hoshin charts and affinity diagrams to set goals and objectives. Examples of enterprise infrastructure goals from a large manufacturing organization are provided, such as reducing costs, improving security, and delivering global capabilities. The planning process involves collecting data, creating objectives, and gaining alignment across levels of the organization.
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.
Annual Operations (AOP) and Long-Range (LRP) Planning ProcessDavid Niles
Outline an approach to the development of an Annual Operating Plan (AOP) and Long-Range Planning (LRP) process. Show an appropriate timeline to this process.
Describe the background to Hoshin Charts, Affinity Diagrams and how they fit into the AOP and LRP processes
Illustrate examples of Enterprise Infrastructure Goals and Objectives for a large manufacturing organization, and how they could fit into an AOP.
This document discusses demand planning and the influences on the supply chain. It begins by introducing demand planning and how understanding consumer behavior is key. It then outlines several factors that influence demand, including the marketing mix of product, place, price, and promotion. It also discusses demand patterns like trends, seasonality, and cycles. The document emphasizes that demand planning requires analyzing data from various sources to understand the consumer and forecast future demand. It concludes that demand planning is both an art and a science that requires collaboration between stakeholders.
Research and Development and Information TechnologyPrashant Mehta
The document discusses research and development (R&D) strategy formulation. It notes that R&D personnel perform tasks like technology transfer and product adaptation for local markets. Developing new products requires significant resources that are often constrained. Technological improvements shorten product life cycles. R&D strategy should tie external opportunities to internal strengths and align with organizational objectives. The document discusses different approaches to R&D strategy regarding areas like basic vs applied research, leadership vs follower status, and conducting R&D internally vs externally. It also addresses matching R&D strategy to scenarios of technological and market change.
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.
This document discusses the benefits of implementing an integrated sales and operations planning (S&OP) process. It provides a case study of a chemical company that improved forecast accuracy from 20% to 38%, reduced inventory days of supply, and increased production plan adherence and financial forecast accuracy through S&OP. Regular S&OP meetings aligned business, finance, and supply chain plans, resulting in improved visibility, service levels, and financial performance.
Managing supply chain from the front demand planning excellenceNUS-ISS
This document discusses demand planning and forecasting excellence. It begins by introducing the speaker and FuturMaster company which has 20 years of experience in demand planning solutions. It then discusses why forecasting is important for service levels, profitability, inventory optimization and cost reduction. Common business challenges are also outlined such as increasing market complexity, competition, and shortened product lifecycles. The document delves into forecasting concepts including baseline, promotions, cannibalization, and collaborative processes. It emphasizes building the right organization and tools to support a sustainable forecasting process through collaboration, accountability, change management and advanced planning solutions.
This document discusses strategies for improving demand management performance. It identifies three key areas of focus: benchmarking performance, conducting a competitive maturity assessment, and identifying actions for improvement. Top performers excel at strategic alignment, collaboration, and responsiveness. The document provides a framework to analyze pressures, actions, capabilities and enablers. It also outlines steps that poor, average and top performers can take to enhance demand management.
Only 40 % of turnarounds are successful. And in stressful times like these, the odds are even smaller. A company in declining financial health needs to steer clear of common pitfalls and take necessary action without compromising their long-term strategy.
In this webinar, you will learn some tools and frameworks for identifying, planning and implementing a successful turnaround. We will present insights, learnings and cases from the construction equipment industry and the financial crisis of 2008-2009, together with an outlook on the accelerated change that we are seeing in today’s crisis.
This document provides an agenda for the Supply Chain Forecasting & Planning Conference in Europe. The conference will take place from November 20-22, 2013 in Amsterdam and feature presentations and tutorials on topics related to statistical forecasting, demand planning, and sales and operations planning (S&OP). A full-day statistical forecasting tutorial will be held on November 20th covering topics such as forecasting methods, data management, regression models, and measuring forecast accuracy. Conference presentations on subsequent days will address challenges and best practices related to demand planning, S&OP processes, product forecasting, and optimization of advanced planning systems.
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.
Job analysis is the process of determining the duties, skills, and requirements of a job. It involves collecting information on job duties, human behaviors, equipment used, performance standards, and human requirements. This information is then used to create job descriptions, which outline duties and responsibilities, and job specifications, which outline required education, skills, and other human qualifications. There are various quantitative and qualitative techniques used to conduct job analysis, including interviews, questionnaires, observation, and process charts. The goal is to accurately document existing jobs and use this information for recruitment, performance management, training, and other human resource functions.
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.
1) The document discusses operations strategy and how it fits within the overall operations management philosophy and supports the corporate strategy. It links long-term and short-term operations decisions to achieving corporate goals.
2) Key aspects of operations strategy covered include process strategy, quality management, supply chain management, location strategy, and integrating operations with sales and resource planning.
3) Developing an effective operations strategy involves analyzing the environment, identifying core competencies, determining core processes, and developing strategies to support the overall corporate strategy and priorities.
The document outlines a chapter on forecasting that discusses key topics like forecasting time horizons, the influence of product life cycles, and types of forecasts. It provides an example of how Tupperware uses forecasting across its global profit centers and aggregates forecasts. The chapter objectives are to define forecasting terms, describe quantitative and qualitative forecasting methods, and explain techniques like moving averages and regression analysis.
This document outlines key concepts related to forecasting, including:
- The three time horizons for forecasting: short, medium, and long range.
- Qualitative and quantitative forecasting methods such as jury of executive opinion, Delphi method, moving averages, and exponential smoothing.
- Components of time series data including trend, seasonality, cyclicality, and randomness.
- Steps in a forecasting system and challenges with producing accurate forecasts.
- How Disney uses forecasting across its global operations to inform decisions.
This document discusses forecasting methods for predicting future demand. It covers qualitative methods like jury of executive opinion and quantitative methods like naive forecasting, moving averages, and exponential smoothing. Exponential smoothing assigns weights to past demand that decrease exponentially, with the most recent demand weighted most heavily. The smoothing constant determines how quickly the weights decrease. Forecasting allows for better planning of human resources, capacity, and supply chain management.
This document provides an outline for a PowerPoint presentation on forecasting. It covers topics such as forecasting time horizons, the influence of product life cycles on forecasting, different types of forecasts, qualitative and quantitative forecasting approaches, and specific forecasting techniques like jury of executive opinion, Delphi method, sales force composite, and time series forecasting. The outline contains over 15 sections that will each be presented in more detail in the PowerPoint.
The document outlines the key concepts and learning objectives for a chapter on designing goods and services. It provides an overview of topics like product life cycles, product strategy options, product-by-value analysis, new product development, quality function deployment, and issues for product design. An example of constructing a house of quality for a new camera design is presented to illustrate quality function deployment.
The document discusses various forecasting techniques including qualitative and quantitative methods. It describes exponential smoothing, which weights recent data more heavily than older data. An example shows how to use exponential smoothing with a smoothing constant of 0.1 to forecast quarterly port cargo volumes over 8 quarters. The forecast for the 9th quarter is calculated as 178.02 based on the previous actual and forecast values.
Dessler ch 05-personnel planning and recruitingShamsil Arefin
This document summarizes a PowerPoint presentation on human resource management. The presentation covers personnel planning, recruitment, and selection. It discusses forecasting personnel needs, identifying internal candidates, and recruiting external candidates. Specific topics include employment planning, succession planning, using computers to forecast staffing, qualifying current employees, advertising job openings, using employment agencies, and measuring recruiting effectiveness. The overall process of recruitment and selection is presented as a series of steps to identify the best candidates for jobs.
Chapter 8 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of strategic management concepts including:
- The 6 steps in the strategic management process including identifying mission/goals, external/internal analysis (SWOT), strategy formulation, implementation, and evaluation.
- Three types of corporate strategies: growth, stability, and renewal. Growth strategies include concentration, vertical/horizontal integration, and diversification.
- Concentration strategy focuses on increasing products/markets in a primary line of business. Vertical integration aims to control inputs by becoming a self-supplier.
This document provides an overview of strategic management. It defines strategic management as what managers do to develop an organization's strategies. Strategies are the decisions and actions that determine long-term performance. The strategic management process involves identifying the organization's mission and goals, analyzing the external and internal environment, formulating strategies, implementing strategies, and evaluating results. There are various types of corporate and competitive strategies that can be used, such as growth, stability, renewal, cost leadership, and differentiation strategies.
The document provides an overview of DVIRC's strategic planning services to help clients grow their business value through increased sales, profitability, and execution success. It outlines DVIRC's strategic planning process which includes defining the current state, vision, gaps, and policy deployment matrices for the first year. The process is designed to answer key strategic questions and create actionable implementation plans through follow-ups over the next year.
The document outlines an approach for strategic offsites, emphasizing preparation, objectives, agenda, process, alignment, and follow-through. It discusses developing clear objectives, collecting participant opinions through interviews/surveys, and using the data to quantify opinions and prioritize issues. Sample interview questions and output are provided to illustrate gathering opinions on an organization's growth strategy, priorities for investment, and key areas to address.
The document discusses improvements to Novozymes' innovation and new product development processes. It aims to increase organic growth from innovation by 50% by bringing more significant innovations to market faster. Key changes introduced include a project scoring tool to prioritize projects, allocating resources to projects in a transparent structured way, strengthening cooperation across functions through a common NPD process, using rapid learning cycles to mature ideas quickly, and standardized business case and portfolio reporting tools to improve decision making.
Demand forecasting involves predicting future demand. Key factors in demand forecasting include the period, type of goods, competition level, price, and technology. Demand forecasting is used for short-term purposes like production planning and long-term purposes like capacity planning. Determinants of demand include price, income, related goods prices, tastes, and expectations. Forecasting methods for new products include analyzing substitutes, existing products, consumer opinions, expert opinions, and market tests. Good forecasting methods are accurate, durable, flexible, acceptable, available, and plausible. Macro-level factors like income, investment, population, government spending, and credit policy influence demand forecasts. Recent trends include greater importance of demand forecasting, use
This document discusses various forecasting techniques used to predict future events and trends. It describes short, medium, and long-range forecasts used for production planning, budgeting, and new product development. Both qualitative methods like executive opinion and surveys, and quantitative methods like time series analysis, moving averages, and regression are covered. The key factors influencing forecasts like product life cycles and demand trends are also explained.
This document discusses aggregate planning strategies for Anheuser-Busch, a large beer producer. It describes Anheuser-Busch's production process and how it produces 40% of beer consumed in the US. Effective aggregate planning is important for Anheuser-Busch to match fluctuating demand to its production capacity. The document also outlines various aggregate planning options companies can use, such as changing inventory levels, workforce size, production rates, and subcontracting. It provides pros and cons of each option and examples of how to develop an aggregate plan using graphical methods.
2017 04 product camp how to be strategicPhil Burton
This presentation was given at the 2017 Silicon Valley Product Camp.
An effective product strategy leads to more revenue and market share. If you are consumed by day-to-day issues and don't know how to get started with formulating a strategy for success, this session will show you some powerful tools and concepts for analysis and strategy formulation. The key to developing a strategy is addressing the right issues and not getting bogged down in too much detail.
This document is a presentation by Jay Martin on the topic of Chief Innovation. It summarizes that Chief Innovation focuses on three main functional areas: innovation, supply chain, and strategic planning. It provides examples of projects completed in each of these areas for various industries and international clients. The presentation aims to demonstrate Chief Innovation's breadth of experience across different functions, industries, and geographies to address unique client needs.
Gavin Berry's post project review document summarizes the need for and benefits of conducting post project reviews. It discusses how past research has shown that the majority of projects do not achieve their intended benefits or are unsuccessful. While project management practices have improved over the past decades, measuring and achieving business benefits has lagged. Post project reviews are identified as a key missing element to help ensure projects deliver intended benefits. The document provides guidance on when reviews should occur, what inputs they should include, and how to conduct effective reviews. Case studies are also offered to demonstrate reviews from an organizational perspective.
Consultile is a consulting and digital marketing firm that provides services to pharmaceutical companies. It aims to help clients make strategic decisions and adapt their strategies for business growth. Consultile offers management consulting, market research, marketing, and training services. Launching new drugs effectively is becoming more challenging due to factors such as fewer blockbuster drugs, more specialty launches, greater focus on value and outcomes, faster innovation cycles, and constrained resources. Consultile provides launch excellence services to help clients overcome challenges such as consistently applying a launch framework, ensuring launch teams focus on strategy, and maintaining real-time visibility of launch readiness.
The production cycle consists of four main activities: 1) product design, 2) planning and scheduling, 3) production operations, and 4) cost accounting. The first step is product design which creates a bill of materials and operations list. The second step is planning and scheduling using methods like MRP-II or JIT. The third step is the actual production. Cost accounting, the final step, provides cost data using job-order or process costing systems by collecting data from tickets, requisitions and allocating overhead costs.
Operations research originated during World War 2 to help manage large systems and resources efficiently. It uses quantitative modeling and analysis to understand complex situations and determine optimal solutions to organizational problems. The process involves defining the problem, developing mathematical models to represent the real situation, finding solutions, and implementing the best decision. Operations research has been applied to problems in transportation, manufacturing, marketing, and other fields to allocate scarce resources and maximize profit while minimizing costs.
1. Operations management involves transforming inputs such as raw materials, labor, and capital equipment into outputs in the form of goods and services through efficient management of production processes and supply chains.
2. A key part of operations management is new product development which involves idea generation, concept development and testing, marketing strategy development, business analysis, product development, and test marketing.
3. Effective product design considers issues like robustness, modularity, computer-aided design and manufacturing, virtual reality technology, value analysis, and environmentally friendly designs.
This document describes 7 different learning styles: visual, aural, verbal, physical, social, solitary, and logical. For each style, it provides examples of how students with that preference may best learn, such as through seeing illustrations, listening to instructions, engaging in hands-on activities, or working alone through self-study. The conclusion states that understanding learning styles can help teachers communicate effectively with students through different methods, increase student productivity and achievement, and improve overall learning.
This document discusses experimental research, which involves observing variables under controlled conditions. It defines experimental research as manipulating an independent variable through treatment or interventions to observe its effects on a dependent variable. It explains that the independent variable is the treatment that is measured and manipulated, while the dependent variable is the observed response. It also notes that control variables must be neutralized so they do not moderate the effects. Finally, it outlines the key steps in experimental research design as identifying the research question, reviewing literature, formulating hypotheses, determining the approach, and identifying the population and sample.
Educational technology has evolved from early foundations in instructional design and educational media. Over the 20th century, it was influenced by behaviorism, cognitivism, and constructivism. Today, instructional design, educational media, and educational computing have converged into the field of educational technology. Looking ahead, technology is expected to become more integrated into teaching and learning, enabling distributed, lifelong learning available anytime and anywhere.
This document discusses different approaches to research in education including quantitative, qualitative, analytical, and mixed methods approaches. For quantitative research, it describes experimental, non-experimental, and correlational designs. For qualitative research, it outlines case study, phenomenology, ethnography, and grounded theory approaches. It also discusses analytical approaches like concept analysis and historical analysis, mixed methods research, and action research.
The document discusses the concept of adjustment, which refers to the process by which living organisms maintain balance between their needs and circumstances. Adjustment is a continual process that involves varying one's behavior to establish more harmonious relationships with the environment. Well-adjusted individuals are physically and psychologically healthy, socially accepted, and able to balance their needs with what is available to them. The document outlines various spheres of adjustment, including personal, social, and occupational adjustment. It also discusses defense mechanisms that people employ unconsciously to protect themselves from anxiety, such as rationalization, projection, denial, and intellectualization.
This document discusses educational ethics. It defines education broadly as a lifelong process of learning from all experiences. Ethics involves studying concepts of right and wrong conduct. There are several ethical theories for determining right and wrong actions, such as considering an action's consequences or its underlying motivations. Ethics can be studied at meta, normative, applied, and descriptive levels. Educational ethics aims to develop students' ethical sensitivity and cognition so they can act ethically. Education helps people live purposefully and appreciate others in society by developing positive social values and good character.
The document discusses supply, factors that influence supply, and supply elasticity. It defines supply as the quantity producers are willing and able to offer for sale at a given price. The quantity supplied increases with price and decreases with falling price, as depicted by a positively sloped supply curve. A supply schedule shows the quantity supplied at different prices. Elasticity of supply measures the responsiveness of quantity supplied to changes in price and other factors. Production is defined as the process of combining inputs to create outputs that are sold in the market.
Computer-assisted instruction (CAI) uses a computer to present instructional material and monitor learning. CAI can take various forms, including drill-and-practice, tutorials, simulations, games, discovery, and problem solving. Benefits of CAI include allowing learners to practice at their own pace, receiving immediate feedback, and presenting material through multiple formats. However, CAI also has potential drawbacks such as overwhelming learners, overusing multimedia, and equipment malfunctions. CAI works best for independent and self-motivated learners who enjoy frequent feedback.
The document discusses interview methods for research. Interviews involve direct face-to-face interaction between the interviewer and interviewee. They allow for collection of in-depth data through open-ended questions and discussion. There are different types of interviews - structured interviews follow a rigid standardized format; semi-structured interviews have some flexibility in question order; single interviews involve one interviewer and interviewee; group interviews have multiple interviewees. Interviews have advantages like depth of information, insights from experts, and flexibility, but are also time consuming to analyze and can be affected by the interviewer.
Observation is a method of collecting research data by directly witnessing phenomena without relying on self-reported data. It allows researchers to gather substantial amounts of objective data in natural settings. There are two main types of observation: participant observation, where the researcher assumes a participant role, and non-participant observation, where the researcher observes discreetly and remains detached. Effective observation requires careful planning, skilled execution including systematic recording methods, and interpretation of the data.
1. Inventories are used to evaluate personal characteristics or skills by making lists of traits, preferences, attitudes, interests and abilities.
2. Interest inventories specifically are self-report instruments used to describe and measure individuals' interests, which are significant to their personality, education and careers. They involve noting likes and dislikes.
3. Interest inventories are commonly used for educational and vocational guidance by analyzing patterns of interest associated with success in different fields like science, art, social services and more. They involve sorting interests into areas to identify the strongest matches.
An achievement test measures a student's knowledge and skills in a particular subject area after a period of learning or instruction. It is an important tool for evaluating instructional progress and a student's mastery of subject matter. A good achievement test should accurately reflect a student's abilities in the domain being tested through valid and reliable questions. It provides data to guide curriculum planning, instruction, and program evaluation.
Aptitude tests attempt to predict a person's potential for success in a particular activity based on their intelligence and knowledge. They assess differences between individuals and provide a profile of strengths and weaknesses. Aptitude tests are useful for instructional, administrative, and guidance purposes. They help teachers tailor curricula, colleges determine programs, and counselors provide realistic advice to students and parents. Aptitude tests are valuable for predicting job performance and research in selection and education.
This document discusses the purpose and types of questionnaires. It explains that questionnaires are forms used to collect responses to questions from a sample of people. There are different types of questions like closed-ended and open-ended, and questions can collect facts or opinions. Properly designing questionnaires is important, including clear instructions, question order, and coding responses for analysis. Questionnaires can efficiently collect standardized information from many people but also have limitations like potential bias and unreliable responses.
An attitude scale is used to measure attitudes towards issues, institutions, or groups of people. It provides a quantitative measure on a continuum from extremely positive to extremely negative. The Likert scale and Thurstone technique are two common methods for indirectly measuring attitudes. The Likert scale uses statements rated on a 5-point agreement scale, while the Thurstone technique has judges sort statements into categories to determine scaled values. Attitude scales are useful but have limitations such as respondents potentially hiding their true attitudes or being unaware of them. Overall, attitude scales remain a valuable tool for measuring attitudes in social research.
This document discusses rating scales, which are one type of inquiry form used as a tool for research in education. Rating scales allow for the quantification of judgments or opinions along a scale. They are commonly used to rate traits like teacher performance, personality characteristics, and program/course evaluations. The document provides details on constructing rating scales, including selecting the aspects to be rated and defining the rating continuum. It also discusses common approaches to ratings and potential limitations, such as generosity, central tendency, stringency, halo, and logical errors.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Assessment and Planning in Educational technology.pptxKavitha Krishnan
In an education system, it is understood that assessment is only for the students, but on the other hand, the Assessment of teachers is also an important aspect of the education system that ensures teachers are providing high-quality instruction to students. The assessment process can be used to provide feedback and support for professional development, to inform decisions about teacher retention or promotion, or to evaluate teacher effectiveness for accountability purposes.
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
Notes:
The supply chain consists of several interrelated and integrated logistical components, as shown on this slide.
Integrating and linking all of the components is the logistics information system.
The supply chain team orchestrates the movement of goods, services, and information from the source to the consumer.
The best supply chain teams move beyond the organization to include external participants, such as suppliers, transportation carriers, and third-party logistics suppliers. Members of the supply chain communicate, coordinate, and cooperate extensively.
Notes:
One of the most important links in the supply chain is that between the manufacturer and the supplier. Purchasing professionals are on the front lines of supply chain management, planning purchasing strategies, developing specifications, selecting suppliers, and negotiating price and service levels.
The goal of most activities is to reduce the costs of raw materials and supplies. Instead of tough negotiations to get the best possible price, purchasing helps establish and cooperative relationships with vendors.
Notes:
In a traditional mass-marketing manufacturing, production begins when forecasts call for additional products to be made or inventory is low.
In a customer-focused “pull” manufacturing environment, production of goods is not started until an order is placed by the customer specifying the desired configuration, also known as mass customization or build-to-order.
In this environment of customer demand and mass customization, supply chains need to be flexible and be able to shift production based on demand.
Notes:
JIT, or lean production, was borrowed from the Japanese. Manufacturers work with suppliers to get necessary items to the assembly line at the precise time they are needed for production.
For the manufacturer, JIT means that raw materials arrive at the assembly line “just in time” to be installed.
For the supplier, JIT means supplying customers with products in just a few days rather than weeks.
For the consumer, JIT means lower costs, shorter lead times, and products that closely meet the consumer’s needs.
Notes:
The benefits of JIT are shown on this slide.
Notes:
As an order enters the system, management must monitor two flows: the flow of goods and the flow of information.
Shipping incorrect merchandise or partially filled orders can create just as much dissatisfaction as stockouts or slow deliveries.
Notes:
The goal of inventory management is to keep inventory levels as low as possible while maintaining an adequate supply of goods to meet customer demand.
Notes:
Although JIT manufacturing processes may eliminate the need to warehouse many raw materials, manufacturers keep some safety stock on hand in the event of an emergency. Additionally, inventory may be stored for seasonally-demand products.
Storage helps manufacturers manage supply and demand.
A materials-handling system moves inventory into, within, and out of the warehouse, performing the functions shown on this slide.
Notes:
Supply chain logisticians must decide which mode of transportation to use to move products from supplier to producer and from producer to buyer. These decisions are related to other logistics decisions. The five major modes of transportation are listed on this slide.
Notes:
Supply chain managers choose a mode of transportation on the basis of the criteria shown on this slide.