Best practices in S&OP and demand planning are well known and well documented. Maybe less well documented but more widely known are the worst practices. During this session we’ll discuss a few of the more interesting of these worst practices and explore ways to avoid them.
The ROI of Sales and Operations Planning (S&OP) MaturitySteelwedge
How far is your company on its Sales and Operations Planning maturity journey? Have you hit a brick wall? According to Gartner, nearly 70% of manufacturers are getting "stuck" at Stage 2 maturity: balancing supply and demand.
The vast majority of companies use Excel to power their S&OP. While no one ever abandons Excel, those who try to power through maturity with only Excel or a collection of disparate, unconnected solutions, usually hit a brick wall when it comes time to driving collaboration and scale in their plans.
Download the ROI of S&OP Maturity presentation to see how well your company is performing and learn how you can break through to S&OP maturity value.
For even more information, or to contact us, please visit http://www.steelwedge.com/
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
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.
The ROI of Sales and Operations Planning (S&OP) MaturitySteelwedge
How far is your company on its Sales and Operations Planning maturity journey? Have you hit a brick wall? According to Gartner, nearly 70% of manufacturers are getting "stuck" at Stage 2 maturity: balancing supply and demand.
The vast majority of companies use Excel to power their S&OP. While no one ever abandons Excel, those who try to power through maturity with only Excel or a collection of disparate, unconnected solutions, usually hit a brick wall when it comes time to driving collaboration and scale in their plans.
Download the ROI of S&OP Maturity presentation to see how well your company is performing and learn how you can break through to S&OP maturity value.
For even more information, or to contact us, please visit http://www.steelwedge.com/
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
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.
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)
SAP® S&OP powered by SAP HANA®: Practical Steps to Launch for ResultsPlan4Demand
For more information visit www.plan4demand.com | email: info@plan4demand.com | or call 866-P4D-INFO
S&OP Solution Director, Andrew McCall, discusses how to best understand, evaluate and move forward with SAP S&OP powered by SAP HANA.
To view the recording of the event, visit http://bit.ly/SOPHANA
Key take-a-ways include:
• A quick review of the value and benefits of a high-performance Sales & Operations Planning Process
• A concise overview of exactly what functionality SAP's S&OP on HANA provides
• How the solution can best overcome common obstacles and drive process maturity
• Practical steps to get started
o Evaluating fit for your needs
o Framing a practical fit
o Planning requirements necessary for a successful pilot
If you are fatigued from a "Brute-Force" data intensive S&OP process that is often a day late and a dollar short, this solution is for you. Real-Time Information is no longer out of reach.
The event materials, questions we did not get to answer during the Q&A, as well as additional S&OP Materials, can be found in our S&OP Leadership Exchange LinkedIn Forum. We'd like to extend an invitation to you to join and leverage the experience of your peers & industry experts. http://linkd.in/SOPLeadershipExchange
If you’d be interested in setting up a one-on-one discussion with Andrew McCall, surrounding your process, needs & any specific questions you have, email jaime.reints@plan4demand.com to set up a time.
Check out this webinar on-demand at http://www.plan4demand.com/Video-Webinar-SAP-SOP-powered-by-SAP-HANA-Practical-Steps-to-Launch-for-Results
S&OP is a monthly global process to balance supply and demand, bringing all business operational plans into one integrated plan. All activities is based on a common Forecast data set. The ultimate target for S&OP therefore is to balance Supply and Demand.
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/
What Great Sales & Operations Planning (S&OP) Feels Like!Steelwedge
Featured Presenter - Tom Wallace, S&OP Author and Educator
Like most manufacturing organizations, you likely have some quantitative measurement goals for your Sales & Operations Planning initiative. But, like the saying goes, it’s not just how it looks (metrics) but importantly, how it feels (organizational impact).
Join Steelwedge and industry educator, author and reknowned S&OP practice leader, Tom Wallace, for a live webinar to test your S&OP “feel factor”. In this interactive session, you will learn examples and ideas for your people, process and technologies to achieve some great feeling S&OP, including:
• Fewer surprises, resolved quickly
• 18+ months of forward visibility
• Enthusiastic engagement of top management and
• Delivering on strategic goals with S&OP
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/
Oracle & USJade Power Breakfast Presentations: Sales & Operations PlanningJade Global
In a live event hosted by Oracle and USJade, these presentations were provided by special guest speakers and subject matter experts Mel Nelson of APICS, and Stephen Zadig from the ClariPhy Advisory Board. In an interactive meeting with manufacturing professionals they explored the benefits, challenges, tips and best practices of next generation Sales & Operations Planning.
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)
SAP® S&OP powered by SAP HANA®: Practical Steps to Launch for ResultsPlan4Demand
For more information visit www.plan4demand.com | email: info@plan4demand.com | or call 866-P4D-INFO
S&OP Solution Director, Andrew McCall, discusses how to best understand, evaluate and move forward with SAP S&OP powered by SAP HANA.
To view the recording of the event, visit http://bit.ly/SOPHANA
Key take-a-ways include:
• A quick review of the value and benefits of a high-performance Sales & Operations Planning Process
• A concise overview of exactly what functionality SAP's S&OP on HANA provides
• How the solution can best overcome common obstacles and drive process maturity
• Practical steps to get started
o Evaluating fit for your needs
o Framing a practical fit
o Planning requirements necessary for a successful pilot
If you are fatigued from a "Brute-Force" data intensive S&OP process that is often a day late and a dollar short, this solution is for you. Real-Time Information is no longer out of reach.
The event materials, questions we did not get to answer during the Q&A, as well as additional S&OP Materials, can be found in our S&OP Leadership Exchange LinkedIn Forum. We'd like to extend an invitation to you to join and leverage the experience of your peers & industry experts. http://linkd.in/SOPLeadershipExchange
If you’d be interested in setting up a one-on-one discussion with Andrew McCall, surrounding your process, needs & any specific questions you have, email jaime.reints@plan4demand.com to set up a time.
Check out this webinar on-demand at http://www.plan4demand.com/Video-Webinar-SAP-SOP-powered-by-SAP-HANA-Practical-Steps-to-Launch-for-Results
S&OP is a monthly global process to balance supply and demand, bringing all business operational plans into one integrated plan. All activities is based on a common Forecast data set. The ultimate target for S&OP therefore is to balance Supply and Demand.
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/
What Great Sales & Operations Planning (S&OP) Feels Like!Steelwedge
Featured Presenter - Tom Wallace, S&OP Author and Educator
Like most manufacturing organizations, you likely have some quantitative measurement goals for your Sales & Operations Planning initiative. But, like the saying goes, it’s not just how it looks (metrics) but importantly, how it feels (organizational impact).
Join Steelwedge and industry educator, author and reknowned S&OP practice leader, Tom Wallace, for a live webinar to test your S&OP “feel factor”. In this interactive session, you will learn examples and ideas for your people, process and technologies to achieve some great feeling S&OP, including:
• Fewer surprises, resolved quickly
• 18+ months of forward visibility
• Enthusiastic engagement of top management and
• Delivering on strategic goals with S&OP
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/
Oracle & USJade Power Breakfast Presentations: Sales & Operations PlanningJade Global
In a live event hosted by Oracle and USJade, these presentations were provided by special guest speakers and subject matter experts Mel Nelson of APICS, and Stephen Zadig from the ClariPhy Advisory Board. In an interactive meeting with manufacturing professionals they explored the benefits, challenges, tips and best practices of next generation Sales & Operations Planning.
7 Principles of Highly Effective Sales & Operations PlanningSteelwedge
Steelwedge Agility Webinar Series
Presenter: Peter Bolstorff, author of Supply Chain Excellence
Successful supply chain planning is not just a function of ‘doing more’ leading practices. The best supply chain planning organizations have picked appropriate leading practices as dictated by the markets they serve and integrated them together with their chosen technology platform to achieve competitive advantage.
Sales and operations planning (S&OP) is a foundational leading practice that cuts across all industries, according to Peter Bolstorff, an internationally recognized supply chain practitioner, speaker, educator, consultant and author. Actionable research from Mr. Bolstorff’s project experience suggests that in addition to S&OP, the best supply chain planning organizations have adopted seven principles:
1. Systematic management of ‘master data’
2. Synchronized S&OP, tactical planning, and execution processes and horizons
3. Mature collaborative processes for both key customers and suppliers reconciling forecast, orders, and yearly volume
4. Data oriented understanding of the inputs to the forecast
5. Intense focus on ‘point-of-sale’ or ‘sell through’ data (versus sales orders and ‘sell in’)
6. Disciplined product life cycle management process
7. A continuous improvement approach to understanding consumer or user behavior
Join Peter and Steelwedge for an interactive webinar featuring examples of these principles from some of the best demand-driven organizations.
Sales & Operations Planning is popularly known as S&OP and is a process which has evolved from SCM. It looks at balancing demand with supply and can be applied in most of the industries. The phase- wise process is depicted in the presentation
What Is the Value Proposition of Sales and Operations Planning? Summary ChartsLora Cecere
Survey Details: The research for this report was conducted online from January 6 - September 14, 2015 by Supply Chain Insights. Surveys were conducted among Manufacturers and Wholesalers/Distributors/Co-operatives with $250M+ in revenue and who have at least one S&OP process (n=73). For the purpose of analysis, respondents were split between those with a self-reported "effective" S&OP (n=31) and those without (n=42).
Objective: To understand the value proposition of an effective S&OP (Sales and Operations Planning) process. NOTE: An S&OP process was defined as a "tactical planning process to forecast sales and plan operations."
Highlight: Companies with a more effective S&OP process are more aligned, agile and balanced, which leads to greater control and improved response.
What Is the Value Proposition of Sales and Operations Planning?Lora Cecere
Survey Details: The research for this report was conducted online from January 6 - September 14, 2015 by Supply Chain Insights. Surveys were conducted among Manufacturers and Wholesalers/Distributors/Co-operatives with $250M+ in revenue and who have at least one S&OP process (n=73). For the purpose of analysis, respondents were split between those with a self-reported "effective" S&OP (n=31) and those without (n=42).
Objective: To understand the value proposition of an effective S&OP (Sales and Operations Planning) process. NOTE: An S&OP process was defined as a "tactical planning process to forecast sales and plan operations."
Highlight: Companies with a more effective S&OP process are more aligned, agile and balanced, which leads to greater control and improved response.
This IDC study discusses the results of IDC's research of the sales operations function. This research provides a detailed evaluation and analysis of the best and emerging practices across sales operations teams at the technology industry's largest and best-performing companies. A framework is provided to help sales operations teams identify key weaknesses and gaps in their current structure. Also provided is IDC's guidance on the key components required to enable the transition to the next-generation sales operations team, including recommendations sales operations staffing levels.
"Sales costs are outpacing revenue growth, sales organizations are increasing in complexity, and IT buyers continue to indicate that sales reps are out of touch with their needs," says Michael Gerard, vice president of IDC's Sales Advisory Practice. "The sales operations team must be the key driver and catalyst for increased productivity across the sales organization, setting the vision for its future and maintaining the path toward this vision. However, significant organizational and structural changes are required with sales operations teams to achieve this goal. With the right strategy and individuals in place, sales operations teams have the potential to be the catalyst for establishing a best-in-class, agile sales organization."
Главное событие российской логистики с 2012 года станет ключевой платформой обсуждения мультимодальных перевозок и цепей поставок всех видов грузов в различных сферах бизнеса России.
Sales Operations - Fix the disconnect within your companyJim Sherman
Do you have any problems between the Sales, Marketing, Engineering, Operations and other departments? I have found these disconnects creates process gaps that result in lost revenues and reduced profits. Sometimes the flow of information does not make it to the next department or the hand off between departments lacks consistency, leading to interdepartmental confusion and frustration. Oftentimes basic processes do not exist, or if they are in place, they are inefficient. The lack of organized systematic structures causes these gaps, which are a real problem. However, a company that focuses on Sales Operations cannot only greatly improve the sales processes and systems, but also sales productivity and revenues.
Formalized sales and operations planning (S&OP)Tristan Wiggill
Formalized sales and operations planning (S&OP) KFC case study by Elizbe Rohde.
Presented at the 37th Annual SAPICS Conference and exhibition for supply chain professionals, held at Sun City Hotel and Casino, South Africa on 1 June.
As a Product Manager, you're accountable for an outcome - but you rely on your team to deliver.
So what does good agile delivery look like, and how do you know if you've got it?
Are you on track to meet the expectations that you've set?
What should you expect from your delivery teams (and what's your end of the bargain)?
How can you get your teams focussed on value?
And how can agile delivery be predictable? Isn't that an oxymoron?
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SIPOC Model PowerPoint Presentation SlidesSlideTeam
This complete deck covers various topics and highlights important concepts. It has PPT slides which cater to your business needs. This complete deck presentation emphasizes Sipoc Model Powerpoint Presentation Slides and has templates with professional background images and relevant content. This deck consists of total of seventeen slides. Our designers have created customizable templates, keeping your convenience in mind. You can edit the colour, text and font size with ease. Not just this, you can also add or delete the content if needed. Get access to this fully editable complete presentation by clicking the download button below. http://bit.ly/2Orhs0v
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Das größte Google Update seit 5 Jahren kommt. Was du jetzt wissen musst! Der Vortrag BERTology von der SEOkomm 2019 von Kai Spriestersbach, eology GmbH.
Wir begeben uns für diesen Vortrag in die Welt der Computerlinguistik auf Englisch: Natural Language Processing. Oder auch Natural Language Understanding.
Also mal langsam der Reihe nach…
BERT ist ein technologisch gesehen wegweisendes Modell zur Verarbeitung natürlicher Sprache. BERT kommt vom Google AI Team aus dem Jahre 2018
und hat die NLP-Welt im Sturm erobert!
BERT ist beispielsweise so gut im Beantworten von Fragen,
dass es das Squad 2 Leaderboard anführt.
Das ist quasi die Bundesligatabelle der NLP-Algorithmen.
Squad ist das Stanford Question Answering Dataset.
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1. Sales and Opera,ons Planning
Worst Prac,ces
Interna'onal Ins'tute of Forecasters
“Worst Prac'ces” Conference
Chris Gray
Gray Research
2. Good judgment comes from experience,
and a lot of that comes from bad judgment.
Will Rogers, 20th Century American Humorist
Similarly, good prac,ces come from experience, and a
lot of that comes from bad prac,ces.
3. S&OP Worst Prac/ces
Or …
It’s Inventory and Operations without involving Sales,
Or …
It’s Financial Planning without involving Sales, Inventory or the Operations,
Or …
It’s S, I, and OP without even considering the New Products!
In our Company, Sales and Operations Planning is Sales (and Inventory)
without involving Operations,
5. Putting the S and O in S&OP
• To work – must include silo and cross-silo communica'on for all demand and supply
groups
• Brings together planning processes to create one integrated set of plans
• Done monthly, reviewed in aggregate by senior management
• Must reconcile supply, demand, new products at detail and aggregate, Be to Business Plan
• Company plan for new and intermediate term, covering horizon sufficient for resource planning
and the annual business plan process
• 5 Steps
• Mix of processes (gather data, demand planning, supply planning) and mee'ngs
(partnership mee'ng/pre-mee'ng and execu've mee'ng)
All mee'ngs are equal … except perhaps the Partnership/Reconcilia'on/Pre-Mee'ng
As Dogbert said, to the CEO and pointy haired boss, in a recent Dilbert strip:
“Maybe Next Time You Won’t Skip The Pre-meeting.”
6. Five Step S&OP Process
Step #1
Data
Gathering
End of Month
• Statistical Forecasts
• Sales & Marketing Inputs
Step #5
Executive
S&OP Meeting
• Decisions
• Authorized
Game Plan
Step #4
Partnership
Meeting
• Recommendations &
Agenda for Exec Meeting
• 3rd-pass time phased plan
(consensus, alternatives, what-ifs)
Step #2
Demand
Planning
• Management Forecast
• 1st-pass time phased plan
(with new forecast)
Step #3
Supply
Planning • Capacity constraints
• 2nd-pass time phased plan
(with new production plan)
1
2
3
4 5
7. q To Make S&OP Work, We'll Need New Software
q For Our Company, S&OP is S (and I) without the O!
S&OP Worst Prac/ces
8. q To Make S&OP Work, We'll Need New Software
Classic Approach to System Improvement
Get Computer
Get SoZware
Get Disappointed
Get New SoZware
Get Larger Computer
Get Discouraged
S&OP Worst Prac/ces
9. q To Make S&OP Work, We'll Need New Software
Classic Approach to System Improvement
Get Smaller Computers
Get New SoZware
Get Frustrated
Get New User Interface
Get More and Bigger Smaller Computers
Get Upset
S&OP Worst Prac/ces
10. q To Make S&OP Work, We'll Need New Software
Classic Approach to System Improvement
Get BIG DATA
Get Enraged
Get Rid of Computers … Go to the Cloud
Get Exasperated
Get a Life
S&OP Worst Prac/ces
11. q To Make S&OP Work, We'll Need New Software
But the Truth is …
the most widely used soZware for S&OP is s'll MS-Excel.
Thoughts and recommenda'ons on S&OP SoZware.
S&OP Worst Prac/ces
12. q Cogito ergo sum
q To Make S&OP Work, We'll Need New Software
q For Our Company, S&OP is S (and I) without the O!
S&OP Worst Prac/ces
13. q Cogito ergo sum
• S&OP Mee'ngs Trump S&OP Numbers
• We Can Have An Effec've Strategy Even Without Effec've Supply-
Demand Balance
• Make to Stock, Make to Order: Makes No Difference
S&OP Worst Prac/ces
We think we are doing S&OP, therefore we are!
14. q What Do You Mean, Time Fences?
q Cogito ergo sum – I think we are doing S&OP, therefore we are!
q To Make S&OP Work, We'll Need New Software
q For Our Company, S&OP is S (and I) without the O!
S&OP Worst Prac/ces
15. YTD Oct Nov Dec Jan Feb Mar April May Dec
Demand Plan 550 550 550 550 550 600 600 600 600
Actual 500 600 600 550 550 600 600 600 600
Deviation -50 50 50
Supply Plan 600 550 550 550 550 600 600 600 600
Actual 600 500 550 ? ? ? ? ? ?
Deviation 0 -50 0
Inventory Plan 550 550 550 550 550 550 550 550 550
Actual 500 600 500 450 550 550 550 550 550 550
Deviation 50 -50 -100
Product Family: D2
Make to Stock
Average Cumula've Lead'me : 12
weeks
Customer Delivery Lead'me : 3 Days Demand Plan Performance 50/1650 = +3%
Supply Plan Performance -50/1700 = -3%
Inventory Plan Performance 450/550 = 80%
Last
New
Last
Prop
Last
New
S&OP Worst Prac/ces
16. Time Fence? What Time Fence?
EMERGENCY
ONLY
STABLE FLEXIBLE
Changes
Costly
Material and Capacity
Limited
ONLY Capacity
Limited
Cri'cal Time Fence
P + M + F
TIME
S&OP Worst Prac/ces
18. q To Make S&OP Work, We'll Need to Freeze the Forecast
q What Do You Mean, Time Fences?
q Cogito ergo sum – we think we are doing S&OP, therefore we are!
q To Make S&OP Work, We'll Need New Software
q For Our Company, S&OP is S (and/or I) without the O!
S&OP Worst Prac/ces
19. q We'll Need to Freeze the Forecast
S&OP Worst Prac/ces
Because we can get better performance with out-of-
date data!
20. q We'll Need to Freeze the Forecast
S&OP Worst Prac/ces
• OZen promoted by Materials and Opera'ons
• Connected to Time Fence mismanagement
• Some'mes hand in hand with metrics based on cum lead 'me not last forecast
• Creates disincen'ves for forecast upda'ng and cross-silo communica'on
• Almost always because of bad assump'ons (forecast will be going up on all families)
and lack of flexibility or ability to respond to change
Freeze the forecast at the CTF?
Or alterna'vely:
Measure forecast performance based on the forecast at the CTF?
21. q We'll Need to Freeze the Forecast
S&OP Worst Prac/ces
Putting lies into the planning data is like putting a
little horse puckey into ice cream!
22. q More S&OP Families Are Better Than Fewer Families
q To Make S&OP Work, We'll Need to Freeze the Forecast
q What Do You Mean, Time Fences?
q Cogito ergo sum – I think we are doing S&OP, therefore we are!
q To Make S&OP Work, We'll Need New Software
q For Our Company, S&OP is S (and I) without the O!
S&OP Worst Prac/ces
23. q More Families Are Better Than Fewer Families
S&OP Worst Prac/ces
Often this is a misunderstanding about what S&OP is actually about.
Sometimes it is a reflection of an argument over Product versus Process families
24. q Laziness is a Virtue?
q More S&OP Families Are Better Than Fewer Families
q To Make S&OP Work, We'll Need to Freeze the Forecast
q What Do You Mean, Time Fences?
q Cogito ergo sum – I think we are doing S&OP, therefore we are!
q To Make S&OP Work, We'll Need New Software
q For Our Company, S&OP is S (and I) without the O!
S&OP Worst Prac/ces
25. q Laziness is a Virtue?
• What Do You Mean “Document Assump'ons”?
• What is an S&OP Policy?
• S&OP = Sum of MPS Detail
• When It Comes to Metrics for S&OP - One Size Fits All
S&OP Worst Prac/ces
26. An Effec/ve S&OP Process:
Aggregate NOT Detail
Volume NOT Schedule
Long Term NOT Short Term
Hard Numbers
Everyone Prepared
Trialing/NPD Integrated
Decisions NOT Discussions
28. Differen/ated S&OP Metrics for Different Strategies
Product Leadership/DifferenFaFon
New products as % of profit/revenue
New product 'me to profit
Profit by brand/category
Brand health
Market share
Customer InFmacy/RelaFonships
Customer reten'on/life'me value
Revenue by customer/channel
Customer profitability
Low Cost Producer
Customer service
Asset u'liza'on
Forecast stability
Cost
Common to All
Inventory produc'vity (turns)
OTIF (DIFOT)
Sales Plan Achievement
Shipping Plan Achievement
Supply Plan Achievement
Inventory and/or Backlog Achievement
Class A “Vital Signs”
