S&OP管理6-9(共10)

Section6•ImplementingtheSales&OperationsPlanningProcesswitheaseandwithminimumrisktoyourcompanySessionSixSummary•TheProvenPaths•ImplementingSales&OperationsPlanning•SuccessfulCharacteristicsofS&OP•SampleS&OPPolicytouseasatemplate•SuccessfulS&OPmeetingcharacteristics•Do’s&Don’tsofS&OPPerformanceMeasurement,Quality&ContinuousImprovementthroughLeanThinkingForecasting,DemandManagementandNewProductDevelopmentPurchasingWarehousingStrategicPlanningBusinessPlanningSalesandOperationsPlanningMasterSchedulingDetailedMaterialPlanningDetailedPlanning&ExecutionProcessesExecutionResourceRequirementsPlanningRoughCutCapacityPlanningDetailedCapacityPlanningBillsofMaterialRoutingsInventoryBalancesOpenOrdersHistorySuppliersCustomersDataBaseGeneralLedgerAccountsReceivableAccountsPayableFixedAssetsBudgetingCostingsFinancialsActivityBasedCostingS&OPandAssociatedProcessesTheMonthlyS&OPProcessStep#1DataGatheringEndofMonth•StatisticalForecasts•Sales&MarketingInputsStep#5ExecutiveS&OPMeeting•Decisions•AuthorizedGamePlanStep#4PartnershipMeeting•Recommendations&AgendaforExecMeeting•3rd-passtimephasedplan(consensus,alternatives,what-ifs)Step#2DemandPlanning•ManagementForecast•1st-passtimephasedplan(withnewforecast)Step#3SupplyPlanning•Capacityconstraints•2nd-passtimephasedplan(withnewproductionplan)TheProvenPathAuditAssessmentIFirstCutEducationVisionStatementCost/BenefitInitialEducationOngoingEducationProjectOrganizationPerformanceGoalsSales,LogisticsandManufacturingProcessesPlanningandControlDataManagementProcessImprovementSoftwarePilotandCutoverPerformanceMeasurementsAudit/AssessmentII0Time(WeeksorMonths)InitialOutsideEducationInsideEducationBusinessMeetingsOngoingEducationBrainstormStrategyDevelopPoliciesandProceduresRefineandSimplifyPoliciesandProceduresOneFamilyExtensiontoAllFamiliesNewProductsSpecialProjectsStartFinancialLinksReconcileWithBusinessPlanDesignSoftwareDevelopingAggregatingTechniquestoRelateTotalsofMPStoAggregatePlansImplementingSales&OperationsPlanning1.Educatemanagement2.Assignresponsibilitiesfordesign/implementation3.Definefamilies,unitsofmeasure,planninghorizon,formats,sourceofdata4.Plannedcapacitybyfamily(basedondemonstratedcapacity)5.Agreeonappropriateattendeesandscheduleofmeetings6.Approvepolicy,guidelines,measurementsandaccountabilities7.Establishagenda8.Review,prepareandpublishdatapriortomeeting(s)9.Reviewalternativesanddecide10.Publishresults(actions,responsibilitiesandduedates)CharacteristicsofSuccessfulSales&OperationsPlanningDocumentedprocedureincludingdefinedrolesandresponsibilitiesEducation/understandingBusinessleadershipinvolvementParticipationofappropriateorganizationallevelsandfunctions(maximizecommunication)FamilygroupdefinitionhighlightsappropriateissuesPre-meetingdatareview&preparation(maintainmeaningfulinformation)StrongmeetingleadershipandfacilitationDecision-making—changemanagement(whatif?)ConflictresolutionConsensusdevelopment(teambuilding)LinkingexecutiontostrategyRunningthebusinesswhilebalancingsupply&demandAccurate/realistic/timelydataProcess(business)undercontrolOngoingrealisticimprovementthroughmonitoringofmetricsSampleSales&OperationsPlanningPolicyDefinition:Thefunctionofsettinganoveralllevelofsales&manufacturingoutputexpressedinfamilies,toformacompanygameplan.Itsprimepurposeistoestablishratesofactivitythatwillachievemanagement'sobjectives.Theseincludesupportingcustomerserviceobjectives,meetingrevenuegoalsandraisingorloweringinventoriesand/orbacklogswhileusuallyattemptingtokeeptheproductionworkforcerelativelystable.1.TheSales&OperationsPlanningMeetingwillbeheldat2:30PMonthefirstThursdayofeachfiscalmonth.ThismeetingwillbechairedbythePresident(GeneralManager).Attendeeswillinclude:VicePresidentSales/MarketingP&ICManagerMaterialsManagerVicePresidentManufacturingPurchasingManagerVicePresidentFinanceForecastingManagerVicePresidentR&DManufacturingManager2.Considerationswillinclude:marketstrategies,inventorygoals,currentforecastsandbacklogs,newproductstrategies,divisionprofitplans,currentstatusandcapacity.Planswillbedevelopedforarunningtwo-yearperiod.Thefirstyearwillbedividedintotwelvemonthlyperiods.Thesecondyearwillbeplannedbyquarters.ThePlanwillbedistributedtoallmanagersandsupervisorsunderthesignatureofthePresident(GeneralManager).3.ThefamilygroupingsofproductforthePlanswillbeasfollows:(Formostcompanies,thereshouldbebetween5and15familygroupings).4.Capacityplanswillbedevelopedagainsttheseplansforthecriticaldepartmentsandworkcentersinthecompanyandatkeysuppliers.5.Demonstratedcapacitywillbecomparedwithrequiredcapacityusingthefollowingtechniques:a.Monthlydollarsofshipmentb.Monthlyunitsofoutputc.RoughCutCapacityPlanning•Laborhours•Criticalresources•Purchasing-keysuppliers6.Anycriticalresourcewhoserequiredcapacityvariesfromitsdemonstratedcapacitybymorethan+/-5%mustbereviewedforaction.7.Approvalforrequiredactionsisdesirablebeforethemeetingcloses,keepinginmindthatharmonyisdesired,butconsensusisrequired.8.TheresultingSalesandProductionPlanswillbeusedasinputtothefollowing:a.Weekly/monthlysh