A simple, straight forward set of 25 slides which provides the basics of S&OP (Sales & Operations Planning) from concept to implementation. (Used to introduce and discuss S&OP concepts with clients and prospective clients.) S&OP is also know as IBF or IBP (IBF = Integrated Business Forecasting; IBP = Integrated Business Planning)
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.
A simple, straight forward set of 25 slides which provides the basics of S&OP (Sales & Operations Planning) from concept to implementation. (Used to introduce and discuss S&OP concepts with clients and prospective clients.) S&OP is also know as IBF or IBP (IBF = Integrated Business Forecasting; IBP = Integrated Business Planning)
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.
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: 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
Is your S&OP Process Solving Problems?Peter Murray
Key issues with positioning S&OP and IBP as a business process, led by cross functional senior leadership. Strategies and key questions to address if S&OP/IBP is not recognized as the primary solution process for business planning and directing execution of plans.
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/
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/
When seeking funding, environmental and sustainability professionals must clarify how their role and the proposed project fit within the business' strategy.
This article provides a checklist for those seeking funding for sustainability and environmental projects.
The suggested questions will assist non-executive directors in evaluating sustainability-focused proposals.
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: 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
Is your S&OP Process Solving Problems?Peter Murray
Key issues with positioning S&OP and IBP as a business process, led by cross functional senior leadership. Strategies and key questions to address if S&OP/IBP is not recognized as the primary solution process for business planning and directing execution of plans.
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/
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/
When seeking funding, environmental and sustainability professionals must clarify how their role and the proposed project fit within the business' strategy.
This article provides a checklist for those seeking funding for sustainability and environmental projects.
The suggested questions will assist non-executive directors in evaluating sustainability-focused proposals.
Active problem solving is a means to aid in the engagement of employees in the process of problem solving, that is auditable and visual to the entire workforce.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/sap-and-change-management/
As a “seasoned” Change Manager, I have been involved in many diverse projects focusing on managing the business aspect of technology implementations; e.g. ERP (SAP, Oracle, Microsoft Dynamics), Core Banking Systems, Business Intelligence, Case Working and Knowledge Management solutions, and the like.
To this day, I continue to be asked why is there a need to have involvement from a Change Manager, because a technology implementation “is what it is” and once implemented, the business should just be able to “get on and work with it.” But, it’s not quite as simple as that, because if you break down the impact of a technology implementation on a business, it would go something like this:
• It will change the way a business operates.
• Key stakeholders will want and need to be involved and communicated with.
• Processes will change.
• Organisation structures will change.
• The readiness of the business will need to be measured to ensure a smooth go-live.
• There will be a need to train and educate people in new ways of working.
• Business benefits as set out in the business case will need to be tracked.
• Once people gain competence with the new technology they should be encouraged to continuously improve ways of working into the future.
That sounds very simple, but actually it’s not, because all of these things involve people and they will need to have their expectations and perceptions managed.
Technology implementations aimed at making an organisation more efficient have become larger and more critical in recent years and now represent a major challenge for organisations. Despite improved technical functionality and reliability there are still project overruns, delays and sometimes downright failure. Research continues to show that between 30% and 70% of technology implementations either fail to meet their targeted benefits or stall and/or overrun. Problems are typically not related to the system or to technical issues surrounding the software but instead are often due to business related issues. One of the main reasons cited for this failure rate is that projects are usually managed from a technical perspective by Project Managers who are driven by milestones and deliverables but lack the necessary “soft skills” to deal effectively with the people side of change.
What Qualities Make for a Great Lean Six Sigma Green Belt Project? Project Se...Andrew John Slaney
When embarking on an organisational programme of continual improvement a number of influencing factors must be taken account of in order to gain the desired step changes in process performance.
One major factor, the subject of this article, which can significantly impact success, is how well the ‘belt’ projects are selected in the first place.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/measuring-business-readiness-adoption/
What is Business Readiness and Adoption?
• Would you talk to someone who isn’t paying attention?
• Would you make a movie if you didn’t know who would watch it?
• So why do projects often deliver to a Business that isn’t ready to receive or adopt!
Business Readiness and Adoption is a measure of preparation. A business that is ready will have made all the preparations necessary to accept the deliverables of a project and begin operating them. So, in effect, anything that involves a change to ways of working requires measurement to see if a business is ready for go-live.
Project deliverables will be a combination of the following (not an exhaustive list):
• New products.
• New services.
• New organisation structures.
• New processes.
• New systems.
• New infrastructure.
In projects to measure Business Readiness/Adoption I have previously used (but not restricted to) the following measurement areas:
1. Leadership.
2. Business Area Readiness.
3. Implementation Planning.
4. Stakeholder Management & Communication.
5. Process & Procedures Readiness.
6. Business Benefits.
7. Data.
8. Departmental Roles & Responsibilities (impact on individuals).
9. Education & Training.
10. Business Reporting.
11. Testing.
Strategic planning use cases | Meeting facilitation | SME StrategyAnthony C Taylor
Why do strategic planning? Here are some use cases from our business strategy and strategic planning facilitation clients. Some of the key questions that we were able to answer for teams and the results that they received,
Choose an organization according to the following • Curre.docxchristinemaritza
Choose an organization according to the following:
• Current employer
• Most recent or former employer
• Place of business that you have patronized or have been familiar with over a long period of
time.
o Avoid choosing an organization that is so large that historical data would be difficult
to apply. Firms in the Russell 2000® index may fit well, whereas firms in the Dow 30
Industrial index probably do not.
• The organization can be a start-up that you or a significant other may create in the future.
For a start-up, focus on an entrepreneurial idea that is of substantive interest, so this project
leaves you with a product you may leverage in the future.
Write a 1,050-word paper in which you address the following:
• Identify the major components of the strategic management process.
• Discuss how these components work together to create value for the organization.
• Evaluate the company's mission statement, vision statement, motivation strategy, innovation
strategy, and people strategy. If the organization does not have one or more of these, how
does that affect the organization and its people?
• Explain the role of ethics and corporate social responsibility in strategic planning. How does
this direct their strategy? How does the organization's vison and mission align with your own
values and vision? If you are currently working for the organization, how does your role
influence this and vice versa?
The Training Process Model
This book will take you through the complete training process as it would be conducted under ideal conditions. Unfortunately, most organizations do not operate in ideal conditions. Insufficient financial resources, time, and training professionals represent just a few of the challenges faced by most companies. Recognizing these limitations, we also provide variations to training practices and systems that, although not ideal, do a reasonable job of accomplishing training objectives . Of course, these shortcuts exact a price, and we identify the major consequences associated with these shortcuts. Thus, we try to provide both “ideal” and more practical approaches to implementing the training processes. Nonetheless, even in less-than-ideal conditions, all of the training processes are critical to the success of training. Although less-than-ideal methods may be used to carry out the training processes, elimination of one or more of the processes places the entire effort at grave risk.
Effective training is not just running a lot of people through a lot of training programs. To view training this way is shortsighted. Instead, training should be viewed as a set of integrated
1-1Training in ActionTeam Building Sizzles, then Fizzles
The director of a city utilities department felt that creating employee problem-solving teams would improve the quality of operations and the efficiency of the department. All employees were provided the opportunity to participate in team-building and problem ...
Is Your S and OP Process Solving Problems - Peter Murray
1. Page1
IS YOUR S&OP/IBP PROCESS SOLVING
BUSINESS PROBLEMS - HOW TO TURN A "NO"
INTO "YES!"
ORIGIONAL PUBLICATION IN APICS MAGAZINE JANUARY 2015
All too often, S&OP/IBP processes falter and stall, resulting in a loss of stakeholder engagement. Most
importantly they fail deliver on the value of an integrated managing process with a regular cadence.
Some leaders and practitioners respond to such situations with new efforts to do S&OP again or
differently with new people, a new model, different outside help, or even the same people just in
different roles. Keeping S&OP worthwhile comes down to stakeholders seeing S&OP and its related
processes as the main collaborative initiative to solve problems. It’s therefore essential to frequently
step back and ask the team, “Are we solving problems with S&OP?” If the answer is yes, then the next
step is to build capability and performance; if no, it’s time to figure out why and turn that “NO” into a
“YES!”
There are so many reasons S&OP fails to solve problems: inability to agree; reliance on other, more
established methods for strategy, product, supply planning, and finance; failing to support decisions;
stakeholders changing job roles; and many more. Behind all these causes is the reality that S&OP
is not seen as the place to solve problems. After all, if another initiative became more important or
took attention away, it’s because people saw that as the better solution.
Properly positioning S&OP as a sustainable, problem-solving method that continuously drives business
performance improvement begins with determining the following:
FIRST, figure out what problems need to be solved. Likely answers include: the timely approval of
supply and demand plans, the identification of risk and opportunity, synchronizing financial and
operating plans, agreeing on business drivers, achieving a commitment to communicate on the
execution of one set of plans, and the like.
SECOND, identify if there are any steps, formal or informal, where problems are addressed outside the
S&OP process, or could be within the process. During the course of the month, if an issue arises within
the scope of S&OP, does the team use S&OP to address it? Are new processes or technologies being
discussed or promoted that actually fit within the S&OP space? The answers to these questions should
reveal that team members clearly understand that the S&OP process is the correct place to solve
problems.
THIRD, determine if S&OP meetings include open discussions where people set aside role and
function in order to get things done. Participants should walk out of the meetings feeling that their time
was well spent.
2. Page2
STRATEGIES AND SOLUTIONS
Making S&OP a successful problem-solving tool can be done. Begin by coming up with or updating the
core principals of the process for your company. Some fundamental principles include:
o S&OP is owned and directed by the senior leaders of product, demand, supply, and finance, as
well as the executive leadership.
o S&OP is a business planning and execution process.
o The reasons why numbers are presented is as important as the numbers themselves
[assumptions derived from strategies]
o S&OP is a decision-making process.
o Perfection is not required, only a focus on improving.
o S&OP is the only method for approving the final set of plans to run the business.
Also, look at the flow of the meetings, and ask the following questions:
o Is there adequate decision support via key performance indicators to flag issues?
o Is there an agreed-upon approach to decisions, including supporting analysis?
o Do people participate actively?
o Do facilitators frame key issues and decisions, or just leave them on a page to be read?
o Do facilitators brief functional leaders prior to the executive S&OP meeting?
o Are decisions from previous meetings tracked?
o Is there a feedback process involving all participants that assesses the value of each S&OP
step as it occurs?
This evaluation will reveal key areas for improvement and help reinforce the focus on problem solving.
Ultimately, it will be possible to create a successful plan for making S&OP efficient and effective.
A version of this article was first published by APICS Magazine in Jan 2015.
PETER MURRAY IS A S&OP/IBP, DEMAND AND SUPPLY CHAIN PRACTITIONER AND
CONSULTANT. HE CAN BE REACHED AT PETER.MURRAYCIRM@OUTLOOK.COM