企业营运计划和库存管理1

企业营运计划和库存管理课程安排•9am–9:30am人员简介和课程目标•9:30am–12pm企业营运计划系统（Sales&OperationsPlanning)•12pm–1:30pm午餐•1:30pm–5pm库存管理(InventoryManagement)•其他注意事项：–课堂纪律–提问及休息–中文与英文ToreviewtheprocesswheretheGeneralManagerallocatesandalignscompanyresourcestoasinglesetofoperatingplans(sales,production,inventory)thatoptimizescompanyresourcesinsupportofthebusinessobjectives.学习一套完整的流程，利用这套流程，公司总经理及管理团队分配和调动公司资源以支持单一的一套营运计划（销售，生产，库存）。这能优化公司的资源利用，从而帮助实现公司的总体目标。课程目的–企业营运计划系统•和MRPII的连接.•什么是DemandPlanning,SupplyPlanning,FinancialImplications及如何在整个计划系统中把他们串起来.•计划系统的衔接，及其信息流。•如何处理“计划”。•生产部门在整个计划系统中的角色.将覆盖配套系统EnablingProcesses生意模式BUSINESSPROCESSMODELLEVEL1BusinessPlanning市场推广MarketingManagementPromotionMgtMediaMgtAdvertisingMgt产品创新InnovationInnovationBusinessPlanningLaunchProductDevelopProductIdeaGeneration&DevelopmentPlanCategoryBusinessSalesandOperationsPlanningPlanGlobalCategoryBus策略规划Strategic/BusinessPlanningPlanCorporateStrategyPlanFunctionalStrategy/BusAdministrationHumanResourcesFinance&AccountingInfoSystems最‘终消费者Consumers客户Customers供应商SuppliersProcurementManagementProductionManagementWhse&ShippingManagementSupplyChainMasterPlanningOrderManagementIntegratedPlanning供应链管理SupplyChainManagement销售系统SalesCustomerBusinessPlanningSellProductsFinancialTransactions企业营运计划系统TheprocesstoallocateandaligncompanyresourcestoasinglesetofSupplyandSalesPlansthatoptimizeresourcesinsupportofthebusinessobjectives.企业营运计划系统是指一套完整的流程，公司利用这套流程来分配和调动公司资源以支持单一的一套供应和销售计划，这一套供应和销售计划能最优化公司的资源进而帮助实现公司的生意目标。定义:营运计划系统的目的1.支持整个生意发展计划Supportthebusinessplan.2.确保所立计划是现实可行的Ensuretheplansarerealistic.3.有效的应对各种变化Effectivelymanagechange.4.正确处理库存和积压Managefinishedgoods,inventoryandbacklog.5.准确衡量和跟进绩效Measureperformance.6.强化团队精神Buildteamwork.MRPIIManufacturingResourcePlanningBUSINESSPLANNINGSALES&OPERATIONSPLANNINGROUGHCUTCAPACITYPLANNINGDRPMASTERSCHEDULINGDETAILEDMATERIAL/CAPACITYPLANNINGPLANT&SUPPLIERSCHEDULINGEXECUTIONDEMANDMANAGEMENTFINANCIALPLANSSTRATEGICPLANSManufacturingInitiativePlanningSuppliersCustomersSalesPlanningMarketingPlanningDistributionPlanningInterplantContinuousReplenishmentOrderEntry计划系统的角色需求Demand计划系统供应Supply•增加前瞻性和预测性ForwardVisibility•早发现，快反应EarlierIdentification&FasterResponse•认可单一的，现实可行的，统筹的一套计划AgreementtoSingle,Realistic,IntegratedPlan•不断改善各个MRPII的绩效指标ContinuallyImprovingallKeyMRPIIPerformanceMeasures•着眼于“脱轨”，相互督促前进HighlightsDeviations&LeveragesLearnings良好营运计划系统的优势完整计划系统的四大主要计划流程•需求DemandPlanning•供应SupplyPlanning•财务影响FinancialImplications•计划例会PlanningMeeting这是一个持续，重复的过程。并由总经理亲自领导。企业营运计划系统财务影响FinancialImplications供应SupplyPlanning计划例会PlanningMeeting需求DemandPlanning绩效Performance资源Resources企业营运计划系统FinancialImplicationsSupplyPlanningS&OPMeetingDemandPlanningPerformanceResources需求计划DEMANDPLANNING:制定十八个月的汇总型的及单品型的需求预测，这些需求预测是做供应计划所必需的。Developsaggregatedemandforecastover18monthplanninghorizonandbySKUdemandforecastrequiredforsupplyplanning.需求计划DEMANDPLANNING原则:•销售部门主导SalesownstheDemandPlanningprocess•每月更新DemandForecastisupdatedmonthly•跨越十八个月Uses18monthplanninghorizon•采用不受限需求数Usesunconstraineddemand•用它来预估利润和销售额UsedforProfitOutlook/RevenueProjection•收集并分析数据和信息Collectandreviewrelevantinput•记录主要的假设或根据Documentsignificantassumptions•起草月度预测PrepareMonthlyForecast•召集一个跨部门的需求预测会议CoordinateaMultifunctionalDemandForecastMeeting•将需求预测及其假设或根据知会相关部门和人士CommunicateDemandForecastandAssumptions需求计划的主要步骤需求计划的关健要素•流程清晰，并按之行事。DefinedProcess•角色清楚，明确由谁主导。BusinessAlignedProcessOwner•广泛的，跨部门的参与。Diverse,Multi-FunctionalParticipation•各个部门能达成共识。AlignmentofAllFunctions•预测是客观的，无偏见的。Objective,UnbiasedForecast企业营运计划系统FinancialImplicationsSupplyPlanningS&OPMeetingDemandPlanningPerformanceResources供应计划SUPPLYPLANNING:对供应能力和需求预测（不受限的）进行分析比较。进而提出满足未来十八个月需求的供应计划和解决方案。AnalyzeRCCPagainstDemandForecast(unconstrained);Preparebroadsupplyplanandalternativestoaddressgapsover18monthplanninghorizon.供应计划SUPPLYPLANNING原则:•生产供应部门主导ProductSupplyownsSupplyPlanning•每月更新SupplyPlanisupdatedmonthly•用需求预测来评估能力CapacityassessedversusDemandForecast•记录主要的假设或根据Assumptionsdocumented•使用先前总经理同意的承诺能力数字UseCommittedCapacityaspreviouslyagreedbyGeneralManager供应计划的主要步骤•收集月度需求预测CollectMonthlyDemandFromAllSources•记录与能力相关的假设或根据DocumentRelevantCapacityRelatedAssumptions•核定“承诺能力”并明确瓶颈DetermineCommittedCapacity&IdentifyConstraints•明确能力能否满足需求DetermineIfSupplyCanMeetDemand(RCCP)•领导跨部门的“预备计划会议”讨论供应能力Leadsupplyorientedpre-S&OPmeetings;participateinothersasneeded.•为月度“计划会议”准备文件和数字。PrepareDocumentationforS&OPMeeting供应能力估测系统RoughCutCapacityPlanning(RCCP)目的评估影响供应能力的核心资源。草拟计划应对中长期能力调整。企业营运计划系统FinancialImplicationsSupplyPlanningS&OPMeetingDemandPlanningPerformanceResources财务影响评估FINANCIALIMPLICATIONS:分析评估目前情形和正式上报的成本及利润之间的差距。Processassessesthecostandprofitgapsbetweentheofficialprofitandcashforecastsandcurrentplans.•财务部主导FinanceownsFinancialImpact•用“计划例会”通过的数字来做利润估算S&OPnumbersusedtodeveloptheProfitOutlook•利润估算的准确性是工作表现衡量指标Performancemeasuredbyprofitforecastaccuracy•和需求及供应的主要假设须一致AlignmentwithDemand&Supplyassumptions•对营运计划做财务影响评估Evaluatesfinancialimpactofoperatingplans•如必要，召集“预备计划会议”讨论各种变化对利润的影响Requestspre-S&OPmeetingifprofitchangessignificantly•对“计划会议”