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 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
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 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
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/
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.
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) 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
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.
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.
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.
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
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/
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.
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) 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
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.
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.
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.
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
Characteristics of high maturity organisations - how CMMI & LSS integration can improve product quality, processes, bottom line and customer satisfaction
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www.dmcinfo.com/sharepoint - This is the slide deck DMC presented at the Alliance for Illinois Manufacturing Executive Lunch Briefing on March 4, 2010.
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Long lead times remain one of the most vocalized challenges that orthopedic manufacturers face today. Customers, profits, plans and personnel are all negatively impacted by them. James Kwan has worked on the OEM and the supplier sides of orthopedics, and shared his ideas and successful experiences to help you optimally respond to lead times, reduce them and ultimately create and sustain an agile supply chain.
The Planning Rhythm: Managing Risk Through Marching to the Same DrumTensoft, Inc.
This presentation shows how a high tech company can plan production in synch with finance and sales to reach target numbers and better serve customers. Posted with permission from Charlotte Diener, who presented on this topic in May 2011, at Momentum, the annual Tensoft FSM User Conference.
Achieving Sales Performance Optimization Through Automated Incentive Compensa...Callidus Software
presented at TrueConnection: Sales Performance Management Conference 2007 by Jeff Staley, CRM Center of Excellence at SAP, and Jim Thomas, Senior Sales Engineer at Callidus Software
Many companies install an ERP System and they don't realize the ROI expected. Learn how you can improve your system turning it into a tool for PROFIT IMPROVEMENT
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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.
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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
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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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.
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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.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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7. Current Demand & Supply Challenges Challenges Poor coordination of demand and supply: lost sales : incorrect inventories : loss / lower profitability Breakdown in communication due to the lack of quality and availability of data Lack processes to manage new product development, innovation and / or feasibility Lack the right metrics to drive value or to determine same Lack integration with the financial budgeting process Lack or no technology / systems to do the “what if” modeling and gaining agreement Lack of leadership in getting agreement on S&OP plans Lack coordination of multi site / cultural teams Internal business processes does not facilitate delivery of right - product / price / qty / qlty, at the right time, to the right customer
8. Department - Concerns & Questions What products, What price, What profitability Buying / Purchasing What products, What price, What profitability Finance What products, What quantity, Where, When, What price, What quality Sales What products, In what quantities, Where, When Distribution / Logistics What products, In what quantities, When, What quality, What price Production / Operations What products, When, Where, In what quantities Sales Planning (Forecasting) What products, Where, When, What quantity, What price, What quality Marketing Their concerns & questions Department
9. Need for S&OP To manage Absence of teamwork & shared risk management among internal functions Material / product shortages - increased expediting $ Lack of confidence in planning systems Supply Interruption, leading - to production delays, on-time delivery issues, lower profits and / or customer loss Ineffective bottleneck and constraints management on the supply side Unacceptable lead times Excessive on-hand inventories and obsolescence Poor collaboration among stakeholders - internal or external (finger-pointing) Ineffective utilisation of resources, and / or lack of resources when needed
15. Planning Hierarchy Business Plan Master Scheduling Material & Service Planning Annually Monthly Weekly Daily Sales Profits ROI Product Groups Product Models & Options Components & workload Planning Cycle Planning Output S&OP
16. S&OP @ 100,000 Feet Executive S&OP A process to reconcile, agree upon, and communicate the company game plan Product Development (New Product Introduction) Finance (Dollars) Sales & Marketing (Units/$$ by product family) Operations (Units/Hours/Materials)
19. Why S&OP ? Reasons Reviews done as part of an Integrated Business Management Process Clearly identifies the product domain in which the company competes through Product Management Provides a transparent view of the company’s response from Demand through to the Supply Review Aligns all stakeholders towards meeting customer demand / profitably & ensure delivery of the company’s strategic agenda Ensures that the Supply & Demand are reconciled & evaluated against financial targets in the Management Review Delivers one clear plan that answers all the customer demand questions that the organisation faces Formalises the generation and adoption of a Company Demand Plan through the Demand Review
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22. S&OP - Challenges Challenges Senior leadership support & “walk the talk” Achieving process compliance Identifying S&OP Champion or expert to lead implementation Clear definition and acceptance of roles and responsibilities, including defining specific objectives in employee appraisals Establishing S&OP meetings as the business priority Adapting the process to the organisation Data accuracy and integrity Organisational silos IT enabling process with adequate tool functionality
23. Department – Concerns & the Answers What Price, What Profitability What Products, What Price, What Profitability Buying / Purchasing What Profitability What Products, What Price, What Profitability Finance What Products, What Quantity, Where, When, What Price, (What quality) What Products, In what quantities, where, when (What quality) What Products, In what quantities, when, what quality, what price What Products, When, Where, In what Quantities What products, What Price, What Quality Questions Answered What Products, What Quantity, Where, When, What Price, What Quality Sales What Products, In what quantities, where, when Distribution / Logistics What Products, In what quantities, when, what quality, what price Production / Operations What Products, When, Where, In what Quantities Sales Planning (Forecasting) What products, Where, When, What Quantity, What Price, What Quality Marketing Departmental concern & questions Department
24. S&OP - Benefits Benefits Improved coordination, communication and team work Improved utlisation of machines and resources Integration with the financial budget process & process automation Inventory & Cost Reduction Improvement in Perfect Order and an increase in revenue Ability to perform “what if” modeling and competing on products that the customer requires Improvement in Logistics / Distribution Improved forecast accuracy & processes around it Improved new product launches: Internal efficiency and effectiveness
31. S&OP – Policies Policies Planning process & how demonstrated capacities by product family will be maintained and utilised Schedule of future meetings, attendees, & an agenda for a monthly review meeting Inventory, backorder, backlog plan, planning fences, service levels, new product intro, promotion, special offers etc Product families & variances analysis how the plans will be used to establish financial plans, budgets and detailed MPS and line item forecasts Team Charter & Responsibilities Forecasting, demand management, RCCP, inventory techniques Guideline for developing and approving various changes to the plans Rolling forecasts / sales plans - shipment forecast / plan to be maintained for the horizon Planning Horizon, Time Zones, Metrics, UOM
40. S&OP – Input & Output Process Company Policies Strategic Objectives Financial Constraints Capacity Constraints Demand Forecasts Sales Plan Operations Plan Sales per month by product family Customer service levels Workforce & inventory levels Backlogs, backorders & lost sales Demand management ( including new product introduction, promotions, special offers etc Production per month by product family (including regular & overtime, sub-contract work) Sales & Operational Planning
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47. S&OP – Planning Fences No Changes to plan accepted – “frozen” Customer Order Daily Production Schedule FG Ship Weekly Schedule Issued Changes to plan accepted – 5% Changes to plan accepted – 10% Changes to plan accepted – 20% Emergencies only accepted Forecast Monthly S&OP
66. S&OP – Information Flow S&OP Spreadsheet Demand Information Supply Information Summarised by family, sub family, by month, In lbs. Order fill % Shortages KPI Actuals Prod. Pln KPI Forecasts Actuals Util. % OT Inventory Ad. To Plan Capabilities Outages Constraints Production Distribution Inventory Issues Orders Shortages Issues Orders New Products Spec Changes New customers Accuracy % DP Accuracy % Achievement of Plan
67. S&OP – “What If” Model As-Is Impacts To-Be As-Is Lost Orders To-Be Data Entry 87.0% On Time Shipments 91.3% 75.5 Lost Order Count 56.0 Monthly M lbs. Orders Grade Production-Plan 86000 1623 Reduction in Lost Orders 19.5 Grade Production-Actual 78000 1472 Recovered Margin - monthly $154,950 Grade Production -To Be 81700 1542 Adh. to Plan - % Calc 90.7% M Lbs. As-Is Current OT Cost To-Be Adh. to Plan - % Actual 87.0% 74820 $55,000 Adh. to Plan To-Be - % 95.0% 81700 $249 Std.OT/order Base (15% of orders) 220.8 Lbs.AS-Is due to SKU miss 3180 New OT orders (10% of orders) 147.2 % due to SKU miss 3.7% Savings in OT - monthly $18,333 Summary - Annual Savings Actual Savings As-Is Inventory To-Be Inventory Carrying Costs $107,774 71 Current Level-million Lbs OT Costs $220,000 Production (diff - act v tobe) 4.74% New Inventory (reduced by difference) 67.6 Total Actual Cost Savings $327,774 Annual Carrying Cost Savings (10%) $107,774 Recovered Margin (.15) As-Is SKU Mismatch To-Be Recovery of Lost Orders $1,859,400 60.0 Lost Orders Count 60.0 $477,000 Lost Order Cost $477,000 Total Annual $ $2,187,174 Inventory % 4.08% Les SKU miss $1,706,988 New Inventory Lbs. 70.5 Not Included Note: Added cost above To-Be $15,147 Rush transportion cost Entered Numbers OT Assumes no reduction) -$18,333 Decrease in days late Calculated Numbers Total Added Cost to To Be $480,187