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)
Sales & Operations Planning (S&OP) and integrated business planning (IBP) align demand, supply and finance, allowing a holistic view across all departments so that businesses can test the financial impact of different “what if” options and respond to unplanned events--both positive and negative. Visit http://www.steelwedge.com/resources/s-and-op-intro
Enhance your audiences knowledge with this well researched complete deck. Showcase all the important features of the deck with perfect visuals. This deck comprises of total of thirty four slides with each slide explained in detail. Each template comprises of professional diagrams and layouts. Our professional PowerPoint experts have also included icons, graphs and charts for your convenience. All you have to do is DOWNLOAD the deck. Make changes as per the requirement. Yes, these PPT slides are completely customizable. Edit the colour, text and font size. Add or delete the content from the slide. And leave your audience awestruck with the professionally designed S And Op PowerPoint Presentation Slides complete deck. http://bit.ly/38gtxh2
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)
Sales & Operations Planning (S&OP) and integrated business planning (IBP) align demand, supply and finance, allowing a holistic view across all departments so that businesses can test the financial impact of different “what if” options and respond to unplanned events--both positive and negative. Visit http://www.steelwedge.com/resources/s-and-op-intro
Enhance your audiences knowledge with this well researched complete deck. Showcase all the important features of the deck with perfect visuals. This deck comprises of total of thirty four slides with each slide explained in detail. Each template comprises of professional diagrams and layouts. Our professional PowerPoint experts have also included icons, graphs and charts for your convenience. All you have to do is DOWNLOAD the deck. Make changes as per the requirement. Yes, these PPT slides are completely customizable. Edit the colour, text and font size. Add or delete the content from the slide. And leave your audience awestruck with the professionally designed S And Op PowerPoint Presentation Slides complete deck. http://bit.ly/38gtxh2
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.
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.
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.
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 Framework and Case Study (PlayStation) Presented at the Business Forecasting and Predictive Intelligence Summit. San Francisco October 17th -18th 2013
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/
Sales and Operations Planning (S&OP) OverviewMichael Ryan
Improved revenues, business performance, and customer satisfactions are outcomes of a strong Sales and Operations Planning (S&OP) process.
S&OP can be applied to a variety of industries, from cosmetics to aftermarket parts manufacturers.
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
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.
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.
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.
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 Framework and Case Study (PlayStation) Presented at the Business Forecasting and Predictive Intelligence Summit. San Francisco October 17th -18th 2013
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/
Sales and Operations Planning (S&OP) OverviewMichael Ryan
Improved revenues, business performance, and customer satisfactions are outcomes of a strong Sales and Operations Planning (S&OP) process.
S&OP can be applied to a variety of industries, from cosmetics to aftermarket parts manufacturers.
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
Scaling Your Capture and Proposal Management Processes to Fit Your CompanyLohfeld Consulting Group
By examining implementations of capture and proposal management processes in large, mid-tier, and small businesses highlights how the right processes can increase efficiency. Learn the factors needed to assess your processes and receive a road map to scale these processes to your needs.
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
Value, Value Stream, Flow, Pull, Perfection, Waste Types in Services, Waste Types in Manufacturing, Value Add, Non Value Add, 3 MU's, Gemba, Cycle Time, Lead Time, Takt, ECRS, Eliminate, Combine, Rearrange, Simplify, Sources of Waste, Excellence, Sustained,
Characteristics of high maturity organisations - how CMMI & LSS integration can improve product quality, processes, bottom line and customer satisfaction
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
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Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
1. S&OP Implementation Roadmap Implement S&OP, as a critical business process, championed by a cross-functional team of senior executives Anand Subramaniam
5. Executive S&OP - Close Loop Execute Demand Planning Supply Planning S&OP Meeting Market Demand Forecasting New Product Forecasting Promotion Planning Consensus Forecast Safety Stock Demand Inventory Optimisation Constraint-Based Production Scheduling Evaluate Supply Constraints Measure Financial and Customer Service Level Results S&OP Outputs: Service levels Profitability Inventory Levels Promotions DRP / MPS S&OP Review Demand Data
6. S&OP - Demand Planning Data Gathering & Setup (Analysis, Exception Reporting, Statistical Models, Data Aggregation) Routine Forecasting Cycle (Demand Change Reviews, Sales History and Future Forecast Adjustments, Unconstrained Forecast) Monitor & Improve Forecast Accuracy (Forecast Accuracy KPI, Forecast Value Added from Business Intelligence) Sales & Operations Planning Process Inventory Plan, Supply Plan MPS, Raw Material Plan Distribution Plan Financial Forecast Process Network Optimisation Safety Stocks Capacity Planning Input from Marketing, Sales, Customers & R&D
7. S&OP - Supply Planning Data Gathering & Setup (Source, Make, Deliver, Product, & Capacity Plans) Define Supply Capability (Available Inventory, Sources of Supply, Summarise Supply Changes, Adjust Constraints, Initiate Master Data Changes) Develop Supply Plan Proposals (Assess Impact & Develop Options, Submit Supply Plan Options) Stakeholder Meeting MPS, Raw Material Plan Distribution Plan Approve Supply Plan Input from Plants, Asset Management Network Optimisation Changes Unconstrained Demand Plan
10. Importance of Alignment Doing The Right Things Doing Things Right Exploit What We Did Align Measure Execute Holistic Approach to manage S&OP Initiatives
18. Why Phased Approach? Why? Minimise risks & maximise opportunities Leverage and extend existing investments (by deciding what you should add or replace) To deliver S&OP implementation at a defined cost in the shortest time possible Improve ROI in all aspects of implementation with proven tools and methods Limit business disruption through well defined scope based on industry best practices Address key business and processes issues Improve knowledge via training & support future growth Improve stakeholder buy in via change / relationship build Implement the functionality required and defer other investments until required
19. S&OP Implementation Plan Months Business Improvement 1 2 3 4 5 6 7 Phase I Preparation Phase II Expansion Phase III Financial Integration
20. S&OP – Phased Implementation Phase 1 Phase 2 Phase 3 Initiation / High Level Planning As ~ Is Assessment To ~ Be Assessment Knowledge Portal Method / Tool Development Manage Stakeholder Expectations S&OP Pilot - Implementation Continuous Improvement Skill / Capability Development Multi-Product Family Rollout Business Improvement Financial Expansion 1 2 3 4 5 6 7 Months Project / Change Management
28. S&OP – Implementation Benefits Benefits Increased teamwork & shared risk management among internal functions Improved material / product fulfillment - reduced expediting $ Increased confidence in planning systems Improved Supply, leading - to on-time delivery, improved profits and customer satisfaction Effective bottleneck and constraints management on the supply side Acceptable lead times Reduced inventories obsolescence Improved collaboration among stakeholders - internal or external (no more finger-pointing) Effective utilisation of resources
31. S&OP - Education As above, but in more procedural detail for S&OP, Master Scheduling and all other functions of MRP II. Middle Management 2-Hour In-House Educational Sessions Determine how the concepts will be applied, set operating policies, assign implementation responsibilities Top Management 2-Hour In-House Educational Sessions Understand how to implement and operate the system All S&OP & MPS Same as above, but with more detail Middle Management MRP II ( Detailed Level) Understand MRP II process and the role S&OP plays Top Management MRP II (High Level) Purpose Participants Education
40. S&OP – Governance Process Audit Committee Stewardship Committee Enterprise Business Process Owners Audit Readiness Working Group People, Process, Systems, Activities Business Teams Remove Barriers Issues / Status Validate & Control Establish Objectives Implement Correct
41.
42. Risk - Enterprise Wide Policies and standards in place and are strong, effective, and are followed completely Policies and standards in place but weak or not followed completely No policies or standards in place or ill-defined and ineffective Policies and Standards Very experienced with similar projects Moderate experience or experience with different type of projects (ERP, BI) No experience with projects of this type or projects in general Experience with Similar Projects Strongly committed to success of S&OP project Has support for S&OP project but demonstrates lack of commitment Little or no support for S&OP project Commitment to S&OP Project Verifiable scope, requirements, and measures clearly defined Scope defined at a high level and/ or requirements to be defined in detail S&OP Priorities / Scope not established or requirements are ill-defined and not measurable Priorities / Scope / Requirements Agreed to support S&OP project S&OP issues unresolved or in process of being defined or approved No support for S&OP project or major unresolved issues Executive Management Support Has extensive history with successful S&OP projects Has experience with S&OP systems or has had some successful projects Has a poor history or has little experience with S&OP systems Project History/ Experience Project directly supports one or more of the strategies and mission Project indirectly or partially supports strategies & goals S&OP Project does not support any Organisation’s Strategies, Mission & Goals Low Risk Medium Risk High Risk Risk Factor
43. Risks - Technology & Fit Time lines are not critical Has critical time line, but little to no impact on quality Time line likely to adversely affect quality and completeness Quality Control Uses proven technology that integrates well Limited use of new technologies Introduces new technologies to the environment Fit with Existing Environment Little or no integration or interfaces required Some integration or interfaces required and/or of some importance to project Extensive integration of systems, or exchange of information or interfaces are a major part of project System Integration/ Interfaces Requirements are few and easily defined; few users to provide input Project is fairly complex with some requirements more easily defined; several user groups will be aiding in the design S&OP Project is very complex with multiple requirements from many different users; requirements are complex and hard to define Complexity of Requirements Analysis of alternatives complete, all alternatives and options considered, and assumptions verifiable Analysis of alternatives completed, some assumptions questionable, and alternatives not fully considered Analysis of alternatives not completed, not all alternatives considered, and/or assumptions faulty Analysis of Alternatives Low Risk Medium Risk High Risk Risk Factor
44. Risks - Approach / Benefits / Change Formal change control process in place, followed, and effective Change control process in place but not being followed completely, or ineffective No change control process being used to manage S&OP (overtime, planning horizon, scope etc) Change Control Management All deliverable requirements defined, reasonable, and measurable Some deliverable requirements remain to be defined or are vague and un-measurable S&OP requirements not defined for deliverables or unreasonable requirements Deliverable Requirements Defined Benefits well-defined, baseline established, measurable, and verifiable Some questions remain about benefits, or baseline changing and measurements doubtful S&OP Benefits not defined, no baseline established, unattainable, or un-measurable Achievable Benefits Project development methodology in place, established, effective, and followed by staff Project development methodology established, but not followed or ineffective No formal project development methodology being used, either commercial or in-house system Development Methodology Project management approach is strong and effective Project management approach is good, but needs development Project management approach is weak or ineffective Management Approach Low Risk Medium Risk High Risk Risk Factor
45. Risks - Project Management Well-defined, consistent, established, well-distributed, effective Requirements are defined, some inconsistencies remain, and requirements may not have been distributed to all employees None in place, defined, or ineffective Management Requirements Quality assurance system established, well followed, highly effective Procedures established, but not well-followed or effective No quality assurance process or procedures established Quality Assurance Requirements well-established, baseline defined, user acceptance high, and few or no changes Requirements defined and users signed-off but changes to baseline expected Rapidly changing size or scope, requirements not defined and not signed off by users S&OP Project Size and Scope Process well-established, procedures followed, and highly effective Process established, not well followed, or is ineffective No process established or process is ignored Monitoring Process Comprehensive plan is approved, monitored, updated, and used by all project team Plan is approved, complete, and used by most of project team Project plan is not updated and/or plan is not followed by most of project team Project Plan Low Risk Medium Risk High Risk Risk Factor
46. Risks - Project Team Project staff is all available, in place, experienced, and stable Project staff is available, but not all in place, training plan established Project staff has high turnover rate, little or no experience, or is not available for project Available Personnel Resources A balanced mix of client and vendor staff with client personnel capable of taking over new system A small percentage of client staff personnel being trained on new systems Complete reliance on contractor or vendor staff with no client staff being trained in new system Vendor / Client Mix Project staff is highly committed to success of project Project staff states commitment to project, but indications are that commitment is not genuine Project staff has little or no commitment to the success of this S&OP initiative Commitment of Staff Productivity tools being used and staff are trained in use of tools Productivity tools available but not being used to full potential, or in process of being implemented and training needed Productivity tools not being used or considered Availability of and Experience with Productivity Tools Project staff is highly experienced with projects of this type, and has experience with S&OP software Project staff has some experience with projects of this type, but lacks experience with S&OP software Staff has little or no experience with S&OP projects and lacks experience Experience of Staff Low Risk Medium Risk High Risk Risk Factor
47. Risks - Budgetary / Cost Justification Complete agreement on incremental payments based on product deliverables Some set of agreed-upon incremental payments based on product deliverables No set, agreed-upon incremental payments based on product deliverables (i.e. per module, per feature, per product) Incremental Payments Based on Deliverables Sufficient funds available to complete project as currently defined Questions remain concerning budget Insufficient budget available to complete S&OP project as defined Budget Size Completely justified and cost-effectiveness proven Justification questionable or cost-effectiveness not completely established Not justified or cost-effective Economic Justification/Cost Effectiveness Cost controls well-established, in place, and effective Cost control system in place but weak in some areas Cost control system lacking or nonexistent Cost Controls Funds allocated without constraints Some questionable allocations or doubts about availability Budget allocation in doubt or subject to change without notice Funding Sources and Constraints Low Risk Medium Risk High Risk Risk Factor
48. Risks - User Participation Users have accepted all concepts and details of the system and process in place for user approvals Users have accepted most of the concepts and details of the system and process is in place for user approvals Users have not accepted any of the concepts or design details of the system User Acceptance User training needs considered, training or training plan in place and in process User training needs have been considered but training or training plan is in development Requirements have not been defined or have not been addressed User Training Requirements User justification complete, accurate, and sound User justification provided, justification complete with some questions about applicability Users have not provided any or satisfactory justification for system development User Justification Users highly involved with project team, provide significant input and have significant ownership of system Users on project team play minor roles or have only moderate impact on system Minimal or no user involvement on development team or little user input into process Involvement of Users User requirements are well-defined and no changes are anticipated User requirements have been defined but changes are anticipated User requirements have not been defined or are insufficient for a successful project User Requirements Defined Low Risk Medium Risk High Risk Risk Factor
50. Integrating Key Performance Indicators Customer Metrics Operational Metrics Financial Metrics Customer Service Safety Stock Holding Cost Supplier Reliability (Lead Time Variability) Forecast Error ROI Return On Investment ROCE – Return On Capital Employed Average Inventory Fill Rates On - time Delivery Price Quality Turns Total Assets Days Sales Outstanding Cash to Cash Cycle Asset Utilisation Back Orders / Expediting Growth Logistics costs Customer Metrics Operational Metrics Financial Metrics Customer Service Safety Stock Holding Cost Supplier Reliability (Lead Time Variability) Forecast Error ROI Return On Investment ROCE – Return On Capital Employed Average Inventory Fill Rates On - time Delivery Price Quality Turns Total Assets Days Sales Outstanding Cash to Cash Cycle Asset Utilisation Back Orders / Expediting Growth Logistics costs Directly Proportional Indirectly Proportional Directly Proportional Indirectly Proportional
55. S&OP - Process Improvement Framework Continuous Improvement Identify Best Practices As~Is Analyse & Evaluate To~Be Implement Business Process Reengineer Business Process Improvement Approaches
56. S&OP - As~Is Process Design Select a specific Process Scope, Plan & Schedule Resources Select Technique Individual Interviews Focus Group Mapping Document As~Is Process & Improvement Opportunities Analyse, Evaluate & Sign-off
57. S&OP - To~Be Process Design Implementation and Change Management Improvement Opportunities from As~Is Process Design Visioning Workshops Senior Management Vision Best Practice, Benchmarks, Performance, Goals Visioning Workshops
58. Information Required for Process Mapping S&OP - Information Required Responsibility Key responsibilities of the process area Output Key deliverables of each activity - products and services Input methods, materials, manpower, information, equipment etc Activities Key Activities of the process area KPIs Volumes Key volumes related to an activity Customers Recipients of each activity output Suppliers Suppliers of each activity input
59. S&OP - Process Mapping Select the process Get the right people together Establish process boundaries List steps, activities and decisions Map the “as-is” process Simplify the process Collect Data Is the process stable? No Yes Is it capable? No Yes Perform root cause analysis Map and implement the “to-be” process Collect Data Is the process stable? Perform root cause analysis Is it capable? No Yes Yes Yes Benchmark the process Institutionalise the process
63. S&OP – Project Success Factors Project Management Bottom Up Buy-in Sponsor reports to Board Training / Coach Manage Stake-holder Top Down Support Clear Charter
64. S&OP - Benefit Realisation Key Measurement Criteria Benefit Ownership Benefit Key Success Criteria Communication Plan Business Case for S&OP S&OP Benefits Delivered Progress Monitoring S&OP Benefits Identified Responsibility Matrix Benefit Delivery Execution Governance Risk Management S&OP