Sales and Operations Planning
LO 1
Required Inputs to the Production Planning System
LO 1
Production Planning Strategies
1. Chase strategy
• • Match the production rate by hiring and laying off employees Must have a pool of easily trained applicants to draw on Vary the number of hours worked through flexible work schedules or overtime Demand changes are absorbed by fluctuating inventory levels, order backlogs, and lost sales
• The process is usually accomplished by working with the Sales department and Senior Management • This must occur at an aggregate level and also at the detailed individual product level
LO 1
Types of Planning
• Long-range planning: planning focusing on a horizon greater than one year
– Generally is done annually
• Intermediate-range planning: planning focusing on a period from 3 to 18 months
What is Sales and Operations Planning?
• Sales and operations planning is a process that helps firms provide better customer service, lower inventory, shorten customer lead times, stabilize production rates, and give top management a handle on the business
• Sales and Operations planning was coined by companies to refer to aggregate planning • The new terminology is meant to capture the importance of crossfunctional work • Aggregation on the supply side is done by product families, and on the demand side it is done by groups of customers
Sales and Operations Planning
Learning Objectives
1. Understand what sales and operations planning is and how it coordinates manufacturing, logistics, service, and marketing plans. 2. Construct aggregate plans that employ different strategies for meeting demand. 3. Describe what yield management is and why it is an important strategy for leveling demand.
• In general, the external environment is outside the production planner’s direct control
– In some firms, demand can be managed
• Complementary products work for firms facing cyclical demand fluctuations • With services, cycles are more often measured in hours than months
– Time increments that are weekly, monthly, or quarterly
• Short-range planning: planning covering a period from one day to six months
– Daily or weekly time increments
– By aggregate we mean at the level of major groups of prodew of Major Operations and Supply Planning Activities
LO 1
Overview of Sales and Operations Planning Activities
• Product group or broad category (aggregation) • This planning is done over an intermediaterange planning period of 3 to18 months
LO 1
Production Planning Environment
LO 1
The Aggregate Operations Plan
• Specify the optimal combination of
– Production rate (units completed per unit of time) – Workforce level (number of workers) – Inventory on hand (inventory carried from previous period)
sap 模块作用
SAP学习日志--mySAP ERP中的各个模块与作用在mySAP ERP中包含三部分的模块，分别是Financial,Logistics,HR.在Financial 中包含 FI CO模块，Logistics包括CS MM PM PP QM SD模块，在HR中包含PA PT模块FIFI包含：AP，AR，bank以及General ledger。
AP:应付账款，当需要向供应商支付时，需要用到该功能AR：应收账款，从客户收款时，使用ARBank：在处理公司之间的业务时，需要使用bankGeneral ledger：可以生成各种财务报表COCO不同于FI，FI是针对于公司与公司外的财务处理，而CO主要是针对于公司内部的财务管理。
CO包含：Cost element accounting,Cost center accounting,Profit AccountCost element accounting: 代表公司内部成本的基本单元，例如：员工工资，差旅费，等Cost center accounting：以一个部门作为一个成本单位，可以核算出，整个部门的一个成本资料。
Profit Account：通常将可赢利部门或是整个公司作为一个单位，可以算出整个单位的盈利情况。
CSCS是 customer service,它包含：billing,call management.Billing:可以对用户的付费进行管理call management：对用户打进的电话进行管理MMMM 全称 material management，其中包含：Purchase requisition,Purchase order,invoice verification.Purchase requisition: 购买请求，可以对顾客的购买请求进行管理Purchase order：当购买请求确认后，请求将会称为购买订单。
Purchase order 可以对其进行管理invoice verification：对发票进行确定的功能PMPM的全称 Plant management ，其中包括：preventive maintenance,work clearance managementpreventive maintenance: 对于提前生产进行管理work clearance management：对工作的安全性进行管理PPPP的全称为 Production planning and control 其中包含：capacity planning，Master production scheduling , Sales and operations planning.capacity planning: 对生产能力进行管理Master production scheduling：指定主生产计划Sales and operations planning：预测未来的销售计划QMQM的全称是 Quality management,其中包含：Quality insepection,Quality controlQuality insepection:记录质量检查情况Quality control：质量控制SDSD的全称 Sales and distribution ，其中包含：Order entry,billing,Shipping Order entry:可以创建订单Billing：进行付费管理Shipping：对运输进行管理HRHR全称为 Human Resource,其中包含 PA 和 PTPA中包含：Personal Management.Personal development, recruitment Personal Management:可以对人员进行管理Personal development：开发人员Recruitment：对人员进行招募PT中包含：Time Recording and Administration,Work schedule(WS)Time Recording and Administration：对于时间记录进行管理Work schedule(WS)：对工作进行计划。
S&OP-销售与运作计划
B
季节性变化
A
直线式变化
D
随机性变化
Sales and operations planning
准确预测对数据的要求
（1）历史数据使用相同术语：产品型号；需求数据； 时间单位； （2）记录与数据相关的情况:需求受特定事件的影响， 这些事件应该与需求数据一起记录。例如销售促销 会刺激需求的增加，但是在促销活动结束后，需求 通常会减少； （3）针对不同客户群的需求进行分别记录：不同的客 户群有不同的需求特征。
產 品 P1
2800
2740
3000
3620
3720
4280
產品 P1-1 P1-2 P1-3 P1-4 P1-5
1月 800 700 600 200 500
2月 900 500 500 240 600
3月 1200 400 400 300 700
4月 1500 800 200 320 800
5月 1600 700 120 400 900
以史 为鉴
历史出货数据汇总
预 测 流 程
预测 报表
分析 处理
用合适的预测法分析处理： 采集到的数据和历史数据。
微调
结合竞争对手、政策和新 增市场机会进行微调；
销售预测准确率≥75%
Sales and operations planning
预测作业模板
Sales and operations planning
3-5年 1年 3-6个月
计划节点
1次/3年 1次/1年 1次/月
计划对象
方向 指标 产品族
供应链中心
PMC PMC
客户订单、安全库存
物料需求计划 生产投入/产出计划与控制
Sales,Planning,and,Operations
Sales Planning and OperationsSubmitted to: Deng BinPrepared by:NeilContents Introduction (2)Analysis (2)Task1 (2)Task2 (4)References (12)IntroductionSales activities must be planned.It is important for students to have a thorough understanding of key issues Coca-Cola may faced in sales management.This assessment will enable us to start planning sales activity for a product or service and present a sales plan.The aim of the assignment is to improve students' report writing and presentation skills.It including understand the role of personal selling within the overall marketing strategy.(1.Explain how personal selling supports the promotion mix2.conduct a buyer behaviour analysis of Coca Cola and analyze the role of the sales team)AnalysisTask1Explain how personal selling supports the promotion mixPromotion mix, is a way to organize promotional activities with policy ideas, arguing that companies advertising, personal selling, publicity, business promotion, four basic types of promotion into one strategy system so that enterprises of all promotional activities complement each other, coordinated, maximizing the overall effect, to successfully achieve corporate goals.Four basic types of promotion into one strategy system so that enterprises of all promotional activities complement each other, coordinated, maximizing the overall effect, to successfully achieve corporate goals. Building Product Awareness –Several sales promotion techniques are highly effective in exposing customers to products for the first time and can serve as key promotional components in the early stages of new product introduction. Additionally, as part of the effort to build product awareness, several sales promotion techniques possess the added advantage of capturing customer information at the time of exposure to the promotion. In this way sales promotion can act as an effective customer information gathering tool (i.e., sales lead generation), which can then beused as part of follow-up marketing efforts.Creating Interest – Marketers find that sales promotions are very effective in creating interest in a product. In fact, creating interest is often considered the most important use of sales promotion. In the retail industry an appealing sales promotions can significantly increase customer traffic to retail outlets. Internet marketers can use similar approaches to bolster the number of website visitors. Another important way to create interest is to move customers to experience a product. Several sales promotion techniques offer the opportunity for customers to try products for free or at low cost.Providing Information – Generally sales promotion techniques are designed to move customers to some action and are rarely simply informational in nature. However, some sales promotions do offer customers access to product information. For instance, a promotion may allow customers to try a fee-based online service for free for several days. This free access may include receiving product information via email. Stimulating Demand – Next to building initial product awareness, the most important use of sales promotion is to build demand by convincing customers to make a purchase. Special promotions, especially those that lower the cost of ownership to the customer (e.g., price reduction), can be employed to stimulate sales.Reinforcing the Brand – Once customers have made a purchase sales promotion can be used to both encourage additional purchasing and also as a reward for purchase loyalty (see loyalty programs below). Many companies, including airlines and retail stores, reward good or “preferred” customers with special promotions, such as email “special deals” and surprise price reductions at the cash register.Personal selling enterprises marketing personnel or commissioned sales people, direct contact with the consumer, to target customers for product introduction, promotion, communication activities to promote sales.Delivery of a specially designed message to a prospect by a seller, usually in the form of face-to-face communication, personal correspondence, or a personaltelephone conversation. Unlike advertising, a personal sales message can be more specifically targeted to individual prospects and easily altered if the desired behavior does not occur. Personal selling, however, is far more costly than advertising and is generally used only when its high expenditure can be justified. For example, the marketing of a sophisticated computer system may require the use of personal selling, while the introduction of a new product to millions of consumers would not. Two other forms of personal selling that are not used with high-end products are door-to-door selling and home demonstration parties. These two personal selling methods are primarily used for personal care products, cosmetics, cookware, encyclopedias, books, toys, food, and other items of special interest to homemakers. Ideally, personal selling should be supported by advertising to strengthen its impact.In general, if a product has a high unit value and requires a demonstration of its benefits, it is well suited for personal sales. For example, an encyclopedia is a high-priced item and most people do not feel they need one. After a demonstration, however, most people agree it would be a useful item to have. Therefore, encyclopedias are well suited to a promotion mix that emphasizes personal selling. Highly technical products, such as computers and copiers, are also primarily sold through personal sales methods. Products that involve a trade-in, like automobiles, are usually handled through personal selling to help facilitate the trade-in process. Finally, a company that cannot afford a mass-advertising campaign might consider personal selling as an alternative to advertising. Since sales force compensation is largely based on actual sales, personal selling may require less money up front than other parts of the promotion mix.Task2Conduct a buyer behaviour analysis of Coca Cola and analyze the role of the sales team.1)Consumer and organizational purchase decision-making processesConsumer purchase decision proceduresFactors influence consumer purchase decisions:Influence of individual factors(1)Stability factorA special stage in the decision-making process, purchase behavior in part depends on stability factors.Coca Cola as a convenient price of goods destined to it will not be too high, suitable for a tired consumers.(2)Random factorRandom factor refers to the consumer when buying decisions are made and the specific occasion with a series of conditions.In some cases, consumer buying decisions in unexpected circumstances.If you prefer Pepsi, but when you want to buy a Coke, and convenience store only Coca Cola.Effects of psychological factorsFeeling Motivation Experience Attitude PersonalityDifferent people like different, it was like someone like Coca-Cola Pepsi.Affect people in place of habitual purchase motive was known as patrons of motivation.Organizational purchase decision making process of the market compared with the consumer purchase decision process, usually more anization of purchase decision-making process can be divided into eight stages.1.Required required is the starting point for organizational purchase decision process.It refers to the Organization's users have learned during the production process a problem or a need, and the problem or the need can be a product or service to solve, will begin the purchasing process.2.After you determine the overall need to need to make, further analysis of the needs, determine the desired varieties, properties, characteristics and quantity of the products and services.Determine the element of standardized products are relatively easy to, rather than the standard elements of a complex product shall be buyers, users, technicians and senior policy makers discuss to determine.3.Needs it is the extension of the second stage, is on the product you want more detailed and accurate description of varieties, properties, characteristics and quantity of the products and services, write a detailed technical specification, as procurement officer procurement basis.4.Lookup suppliers procurement personnel according to the requirements of the product data sheet to find the best suppliers.5.Request for proposals has identified multiple candidate supplier, supplies buyers should ask them to submit a proposal, obtain product related information, such as quality standards, such as product catalogs, price lists, in particular on products of high value, high prices, and also asked them to write a detailed description of filtered vendors left behind, they made a formal description.6.Select a supplier organization user to vendor's product quality, quantity, price, reputation and delivery deadlines and technical analysis and evaluation of services, to select the ultimate meet their own requirements.7.Contract means the organization users according to the technical specifications of the purchased product, requirements, delivery date, return conditions, warranties and other content suppliers signed a final order.8.Performance evaluation of organization of the customer for the supplier performance evaluation, through performance evaluation, to the vendor to decide to maintain, amend or suspend production.2)Influence on organizational buyer behaviourConsumer purchase behavior is complex, and their buying behavior is affected by the mutual interaction of internal factors and external factors.Study on enterprise marketing for consumer purchase, to master the rules of their buying behavior, to develop effective marketing strategies and achieve marketing goals.The market need--what are products ? By analyzing the consumer want to buy Coke, why do we need Coke, rather than Pepsi, study how the enterprise should provide marketable products to meet consumer needs.Why buy--what is the purpose? By purchasing motivation analysis of formation (physiological, physical, economic, psychological factors, social interaction), understanding consumer purchased Coke purpose, take the appropriate marketing strategy.Buyers who are--what are Organizations? Analysis purchased by individuals, families or groups, purchase products for use by the who, who are the decision makers in purchasing, implementation, impact. A ccording to the analysis, combinations of products, channels, pricing and promotions.How to buy--buy what is the job of the Organization? Analysis of buyers to purchase different requirements, specifically provides a variety of marketing services.In the consumer market, analysis of characteristics of different types of consumers, such as economical purchaser pursuit of performance and cheap, impulse buyers to taste and appearance preferences, instalment strapped buyer requirements, buyer attention of busy buying convenient and door-to-door.Coca-Cola's price is not high, for anyone who can afford to buy, so its appearance and taste are attracting customersWhat is timing when to buy--buy? Analysis of requirements of the buyer on the purchase of a particular product, grasp the opportunity, launched the product in duetime, such as analysis of effects of natural seasonal and traditional holidays on the market, as well as.Analysis of requirements of the buyer on the purchase of a particular product, grasp the opportunity, launched the product in due time, such as analysis of effects of natural seasonal and traditional holidays on the market, as well as.In schools, for example, when the student movement then, feeling very thirsty, Coke will sell well.Summer weather is hot, iced Coke would be young people. Where to buy--buy what? Analysis of different products purchased by buyer requirements, such as consumer products, General requirements of customers to buy, and purchase requests in commercial districts (district Center or the business center) purchased, select contrast, special products tend to require direct to business or professional shop.Analysis of different products purchased by buyer requirements, such as consumer products, General requirements of customers to buy, and purchase requests in commercial districts (district Center or the business center) purchased, select contrast, special products tend to require direct to business or professional shop.For example in tourist attractions, compared to most of the people here are decent, not too care about money, and tourism feel thirsty, appropriately raise prices and there will be sold, Coca-Cola's does not no smell here make inquiries short for Tianjin.3)Influence on organization buyer behaviourMain factors affecting the tissue procurement Act●Environmental factors●Organizational factors●Interpersonal factors●Personal factorsWhen world of Warcraft in China vogue, Coca-Cola's launch of buy Coke get playing time, promotion of by the majority of players, were within a short time by many gamers to purchase large amounts of Coca-Cola, boosted its sales in the short term.Many Internet cafes appears most drinks are Coca-Cola.McDonald 's, the world famous food and beverage companies, Coca-Cola's smart partner, McDonald's drinksare Coca-Cola name.4)Purchase occasion,buying interests and motives,buyer's mood,level ofinvolvementDue to meet those specific needs, decided to buy this product and not buy another one.This effect causes customers to choose a commodity purchase motivation, buying motivation depends on the customer's requirements and needs.Different buying motives has its different characteristics:1, strives for realism the purchase motivation, characteristics of this machine is "affordable" and "practical".2, seeking to purchase motives, when in pursuit of goods of trendy main feature3, and buying motives, to the pursuit of brand-name as the main character.4, and buying motives, to pursue the high quality of products as the main feature.5, and beauty buying motivation to pursue the art appreciation of the value of goods as the main character.6, seeking cheaper buying motivation to strive for low commodity prices as the main character.7, the hobby of buying motive to satisfy personal interests or interest as the main character.8, where rivalries purchase motivations in competitive, after the unwilling people as the main feature.Pleasant emotions, and merchandise held by the likes of experience, will have a positive effect on consumer behavior, promoting the speed of consumer behavior, pleasant emotions increases the consumer's courage, overcoming the difficulties that may arise in the purchase.Unpleasant emotions, emotional experience that does not like but on consumer behavior play a negative role.If the mood comes from the product, consumers refused to buy the commodities;If unpleasant emotion comes from shopping, consumers will leave as soon as the shopping;If unpleasant emotions come from personnel, some customers will try to avoid that he hates the salesperson, customers may also stimulate negative emotions and contradictions and conflicts witha salesperson.5)Importance and structure of the DMU(Decision Making Unit) Advantages (Strength)(1)Brand has a long.Since its inception in 1886, Coca-Cola, enduring and popular all over the world for more than 100 years.Brand enjoy popular support, has become part of the consumer life(2)The world's largest soft drink giant, has a big advantage and the power of global competitiveness.(3)Have a high degree of innovation and research and development capacity, higher market share, more market leading brands(4)Product with convenience (available everywhere), a unique flavor (secret recipe) and price characteristics.(5)Strong sales channels, distribution networks and marketing strategies, and has the fast food industry (headed by McDonald 's) strong sales channel.Standardization of Coca-Cola's production processes.Disadvantages (Weakness)(1)Major consuming populations (young group) product identification, slightly down on Pepsi.(2)Large, controlled easily.(3)Consumers of the subjective impression that Coca Cola is a carbonated beverage, and contains caffeine, it may cause some health problems, such as obesity. Opportunity (Opportunity)(1)Carbonated soft drink more in line with the younger groups demands, particularly to Latin America and Asia-Pacific countries, proportion of young people is rapidly increasing, with opportunities to workers is high.(2)Sponsors various sporting events, such as the Olympics, the Special Olympics, NBA, World Cup, also can be combined with non-commercial activities, shaping the corporate image.(3)Fast food culture more and more popular in China and carbonated beverages arefitThreat (Threat)(1) alternatives (in addition to carbonated beverages such as tea, juice, etc) threat(2)competitors ' threats, major competitor Pepsi in the accelerated growth in the(3)pursuit of consumers ' awareness of health, is bound to reduce the carbonic acid Beverage drinking6)Definition and role of personal sellingDelivery of a specially designed message to a prospect by a seller, usually in the form of face-to-face communication, personal correspondence, or a personal telephone conversation. Unlike advertising, a personal sales message can be more specifically targeted to individual prospects and easily altered if the desired behavior does not occur. Personal selling, however, is far more costly than advertising and is generally used only when its high expenditure can be justified. For example, the marketing of a sophisticated computer system may require the use of personal selling, while the introduction of a new product to millions of consumers would not. Two other forms of personal selling that are not used with high-end products are door-to-door selling and home demonstration parties. These two personal selling methods are primarily used for personal care products, cosmetics, cookware, encyclopedias, books, toys, food, and other items of special interest to homemakers. Ideally, personal selling should besupported by advertising to strengthen its impact.7)Product and competitor knowledgeIn the beverage industry, coke and Pepsi is a market leader, a market follower (Challenger).As market followers, there are two strategies to choose from: the market leaders launched an attack to capture more market share;Or is participating in the competition, but do not make major changes in market share.Obviously, after nearly half a century of practice, Pepsi-Cola company found that an option even after the company's existence does not guarantee, and will not work.Thus, Pepsi began to adopt a strategy before, issued a strong challenge to Coca-Cola's and this is Steele after the second world war, such as Kent, Karaoui "Pepsi excellence".Along with the globalization and diversification, both companies are seeking partners, Coca-Cola teamed up with McDonald 's, Pepsi-KFC seeks cooperation.8)Sale team responsibilitiesA company wishing to recruit an international sales team has a range of options. Recruits could be expatriates, host-country nationals or third-country nationals. Expatriates (home-country salespeople) are well regarded by technical companies selling expensive products because they tend to possess a high level ofproduct knowledge and the ability and willingness to provide follow-up service. Work overseas also provides companies with the opportunity to train managersand prepare junior executives for promotion. Furthermore, expatriates allow international companies to maintain a high degree of control over global marketing and sales activities. However, there are drawbacks. Expatriates are usuallymore expensive than local salespeople, they may not settle in the new country,and may fail to understand the cultural nuances required to sell successfully Abroad.References/topic/personal-selling#ixzz1stFr7luC/topic/personal-selling#ixzz1stGBqL32Prentice Hall - Selling and Sales Management。
S&OP销售与运作计划
Sales and operations planning
原因
1、不重视预测，短期应对；
分析
2、市场趋向个性化，更难预测
3、培训较少
4、缺乏或未利用历史数据
5、市场不太成熟，偶然或人为因素较大.
Sales and operations planning
准确预测的基本要求
市场行情了解和调查；经 销商或零售商数据收集。
Sales and operations planning
销售与运作计划概述 销售预测管理
目录 CONTENTS
约束项识别与管理
竞争对手分析，主 观判断
历史销售 数据的分析
准 准 确 确 的 的 需 需 求 求 预 预 测 测
Sales and operations planning
1 业务和经济状况
2 竞争因素
3 市场趋势
4 广告、促销 、定价及产 品变更计划
Sales and operations planning
市场需求表现特征 C
Sales and operations planning
销 售 与 运 作 计 划
Sales and operations planning
供应链中心 游祖旺 2010-12-26
Sales and operations planning
销售与运 作计划概述 销售预测 管理
目录 CONTENTS
销售与运作计概述
基本概念
计划过程 输入/输出
Sales and operations planning
基本概念
主资源计划模型
战略规划 经营计划
优 先 级 信 息
预 测 与 需 求 管 理
S&OP管理5(共10)
Data Review
Actual Sales Product Availability Sales Forecasting Forecast Data New Products Business Plan Metrics Actual Production Capacity Issues Material Issues New Forecast New Products Metrics
– Sales plan – Production or Supply plan – Inventory plan
All are aligned with company objectives
Sales & Operations Planning
Definition & Purpose
A monthly process, not a meeting or a computer report Business management’s responsibility Purpose: t Ensure customer requirements, business objectives, operating goals, and plans are met t Set a single company game plan t Make key tactical decisions t Drive multi-functional consensus t Review performance s Plan vs. actual s Root cause analysis of variation s Action plans for improvement t Agreement, balance, and reconciliation of these aggregate (family) plans: s Financial s Production s Development s Sales s Capacity s Supplier s Backlog s Shipment s Inventory t Ensure plans are realistic t Examine alternatives, resolve conflicts and develop contingency plans t Create accountability for results
什么是SIOP
Siop销售、库存与营运计划(Siop，Sales, Inventory & Operations Planning)什么是SIOP销售、库存与营运计划SIOP的英文全称(Sales, Inventory & Operations Planning)。
这是一种具有前瞻性的业务流程，通过对销售，库存和营运的一体化规划，来保证供需的平衡，每时每刻关注客户的需求，从中获得盈利。
SIOP是一个跨职能部门的流程，包含销售、市场、营运（主要指生产）、工程研发、采购、物流和财务部门，基本涵盖了企业业务运营的所有相关部门。
SIOP所关心的一是识别客户的需求并量化，二是识别生产的供应能力并量化，三是当供需不能达到平衡时（往往发生于供不应求）权衡利弊，做出优先级选择。
做好SIOP对于提升客户服务水平、改善营运资本、符合精益六西格玛原则、实现年度营运计划(AOP)及规划长期计划（LRP）有着十分重要的作用。
SIOP流程通常的SIOP流程分五步，第一步：新需求流；第二步：需求管理；第三步：供应管理；第四步：伙伴会议；第五步：执行回顾，下面对每一步做具体说明。
1.新需求流(New Demand Stream)新需求流可以是新产品，也可以是新渠道、新客户、新市场，前者涉及到SIOP与NPD（新产品开发）的配合，NPD分成好几个阶段，每个阶段都需要一段时间，供应计划中有一块是针对NPD的，这应该与相应的需求计划在时间上相对应。
2：需求管理(Demand Management)需求管理总是在考虑一个问题：在什么时候做多少产品可以使客户满意？工厂想知道他们做什么才能让客户满意，因此我们需要界定客户的期望，如果我们不能把需求计划做好，那么工厂就可能在生产错误的产品，或者匆忙准备生产真正有需求的产品。
那么，谁应该来做需求计划呢？在一个组织中，应该让一个跟客户关系密切的人来做呢还是一个从来不跟客户说话的人？很显然，应该是前者。
CH12Sales and Operations Planning(运营管理,英文版)
Chapter 12, Slide 7
Position in the Overall Business Planning Cycle
Decisions
Long-Range Plans SOP Short-Range Plans
Product and process “Bricks and Mortar”
3. Generate alternative production plans.
Chase, level, mixed
4. Select the best of the plans.
Lowest cost, best fit to capability
©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield
Bottom-Up
• Different products AND unstable mix
• Standards available for planning
– time, cost requirements from history and/or planning documentation
• Requires forecasts and production data for individual products • Can be extremely dataintensive
Chapter 12, Slide 14
Top-Down Example III
(Conditions or Constraints)
• Agreed upon demand to be met for upcoming 12 month period
供应链物流管理专业词汇整理
Chapter11.supply chain management 供应链管理2.zero defect 零缺陷3.perfect order 完美订单4.six-sigma performance 六西格玛管理体系5.marketing channel 营销渠道6.economic value 经济价值7.economy of scale 规模效益8.market value 市场价值9.trade—off 背反关系rmation sharing paradigm 信息共享模式11.process specialization paradigm 过程专业化模式12.electronic data interchange（EDI）电子信息交换13.made to plan（MTP）根据计划推测生产14.lead—time 交货期15.made to order(MTO)根据订单生产16.logistic outsourcing 物流外包17.stock keeping unit（SKU)库存单位18.integrated service provider（ISP）一体化服务供应商19.public warehouse公共仓库20.value—added service 增值服务21.third-party service provider 3PL 第三方物流服务供应商22.fourth—party service provider 4PL 第四方物流服务供应商23.anticipatory business model(push）预测性商业模式24.responsive business model（pull)快速响应型商业模式25.logistics postponement 物流延迟26.cash—to—cash conversion 现金转化周期27.dead net pricing 完全净价28.cash spin 现金周转29.operational performance 运作绩效30.order processing 订单处理31.customer accommodation 市场分销Chapter2 Inbound logistics 采购运筹，进口物流1。
SOP
销售运作计划(SOP)和利润计划SAP R/3作为一个综合性的企业资源计划系统集成了企业所有业务流程,能帮助企业克服分散的业务，优化整合贯穿企业从工程设计、销售、生产、分配和成本核算流程，其业务模型中灵活的组织实体可以同任何现有企业组织结构对应起来，从而成为一个业务流程重组（BPR）的极好工具。
PP系统是一个联机处理的企业资源计划系统，同其它完全集成,完全支持APICS的MRPII模型,同传统的MRPII系统不同，它高度集成了财务和后勤的计划和执行功能,也提供制造执行系统（MES）的所有功能。
在R/3 ERP中，生产计划模块中有各种计划类型，从销售预测（SalesForecast）和销售运作计划（Sales& Operations Planning）开始到主生产计划(MPS->Master Production Scheduling)、物料需求计划(MRP->Material Requirement Planning)、分销资源计划(DRP-> Distribution Resource Planning)、长期计划、粗能力计划（RCCP-> Rough Cut Capacity Planning）和详细能力计划(CRP-> Capacity Requirements Planning)等。
用户还可以使用计算机辅助工艺设计（CAPP）明显地缩短编制新产品计划的时间, R/3 CAPP和CAD集成的。
(1) 主生产计划(MPS)是主生产计划员负责维护的预先建立的一份计划，主生产计划驱动MRP，能反映出企业计划生产什么，什么时候生产以及生产多少。
R/3主计划模块包括需求管理(Demand Management)、生产计划管理(Production Planning)及主生产计划（MPS）。
其中需求管理与销售与运作计划（SOP）及销售分销的计划功能高度集成。
(2) 分销资源计划(DRP)R/3的分销资源计划把MRP II扩展到全球范围的分销和制造网络来管理商品的来源和流动。
S&OP销售与运营计划(英文版)
Sales and Operations Planning Process Overview and Best Practices Process Overview and Best PracticesS&OP ProcessBuild an integrated, collaborative decision process that guides the execution of the Supply/Demand strategies for the entire businessstrategies for the entire business.•To Update and Synchronize changes in the market and/or business strategy. This monthly process provides for and addresses:t t Thi thl id f d dd–Variances--Past months, current month, End of Year–Market conditions–New Products–Alternate Plans–Conflict Resolution–Contingency Plans–Business “buy-in”S&OP PS&OP Process Issues with Variabilityin a Make to Stock Environment in a Make to Stock EnvironmentOrder Cycle Time Order Insertion PointyForecastC t S liDeliverMakeSource CustomerSupplier MarketDemandBack Order FilterFG Filter Production Flexibility FilterMaterial Inventory Filterin a Hybrid Environment in a Hybrid EnvironmentOrder Cycle Time Order Insertion PointProduction Plan tuning ForecastyC t S liDeliverMakeSource CustomerSupplier MarketDemandBack Order FilterFG Filter Production Flexibility FilterMaterialInventory FilterS&OP ProcessVariability in the Supply Chainy1. It’s not normal2. With this shape even the best point is only 50% tPlane q u e n c accurate.3. Must change the shapeF r 123S&OP Process Objective1.Agree on upcoming demand/resource match thatAgree on upcoming demand/resource match that balances needs of business and customers.2.Understand and fix the problems –continuous 2Understand and fix the problems continuous improvement of the S&OP process.3.Review results of implementing plan and adjust. 3R i lt f i l ti l d dj tIt is a collaborative process for makingdecisions.decisionsWhat is the S&OP process? What is the S&OP process?Basic S/D Planning ProcessNo S&OPBusiness PlanningSales PlanningForecast C Production Planninging & Deman Capacity Plan Master Schedulingnd Manageme nningDetailed Planning &E ti S tentExecution SystemsBasic S/D Planning ProcessWith S&OPBusiness PlanningSales & Operations Planning Forecasting & Deman nd Manageme entSales PlanOperations PlanC Capacity Plan nningMaster SchedulingDetailed Planning & E Execution ti S Systems tBasic S/D Planning Process and Interactions No S&OPCustomerOrder Forecast Sales Forecast Order Information OrderSales MarketingAccount InformationPlan SalesPlan MarketCommit Demand Forecast Order InformationBusiness StrategiesPlan SCOperationsPlan SourceMaster SC PlanPlan MakeDistributionReturnPlan ReturnPlan DeliverDeliverGoodsBasic S/D Planning Process and Interactions With S&OPCustomerOrder Information Feedback Account InformationPlan SalesSales Marketing S&OP TeamSales Forecast FeedbackOrderPlan MarketDemand ForecastOrder InformationCommitBusiness StrategiesSOP1Demand and SalesSOP2Supply /Resource Plan SCSOP3Decision MeetingOrder InformationOperationsPlan SourceMaster SC PlanPlan MakeDistributionReturnPlan ReturnPlan DeliverDeliverGoodsS&OP Bridge gBusiness Strategy gy Formulated Business Strategy Executed•Strategic Strategic Planning •Business PlanningThe Bottomless Pit of Good I t ti Intentions• Master Scheduling • Detailed Planning & Execution – Plant Scheduling – MRP – Supplier SchedulingCaused by different time horizons (Qtr v. daily), misalignment of goals, functional silos, lack of information (visibility)S&OP ProcessStrategic Business Objectives•Market Market Segment Growth •Pricing •Inventory •ABC ABC Customer List •Raw MaterialBusiness Unit LeadersOWNERSOperations VP Sales VPS&OP Processmm,09,yy mm,12,yy mm,15,yyDemand & Sales PlanningFEEDBACKSupply/ Resource PlanningFEEDBACKS&OP Decision MeetingFEEDBACKProduction Schedule•Demand Plan to Resource # DetailOUTCOME• Will include How Much Much, When and Where•Supply Plan Alternatives that best satisfy the Demand Plan•Plan selection or proposed Hybrid •Input into the Process for Improvement •KPI reviewS&OP ProcessResultsS&OP Practices Institutionalization Statistically Related to Performance(Regression Analysis)300Advanced Institutionalized20035%/10045%/100 – represents percent improvement in performance for each 100pt. improvement in S&OP practice institutionalization.Advanced Non-institutionalized45%/100100SOPT OTALFoundation20%/1000 4 6 8 10 12 14 16 18 20Rsq = 0.6946O Overall ll S Supply l Ch Chain i P Process P Performance f BASICPPNote: Data represents 55 Supply Chain Council firms, from various industries, that were examined using the SCM best practices survey.S&OP Practices Institutionalization Statistically Related to Performance(Regression Analysis)300>75% 67%2003% 98%<60%9% 89% MedianBest 5%>11%100SOPT OTAL<70% Lower 25%0 4 6 8 10 12 14 16 18 20 Rsq = 0.6946O Overall ll S Supply l Ch Chain i P Process P Performance f BASICPPSupply Chain Management Costs (% of Sales) Delivery performance v. commit date Forecast Accuracy y Benchmarks (SKU/ Location/ 30 days / Weekly)S&OP ProcessCritical FactorsS&OP ProcessOverall Fundamental Practices1. The S&OP process and policies are defined and documented. 2 The S&OP cross functional team is formally chartered 2. chartered. 3. The S&OP process is measured and goals are in place. 4. The team performance is measured by the achievement of those goals. 5. A S&OP process owner is formally recognized. 6. Executives from sales, marketing, operations and finance participate. 7. The process is institutionalized (a integral part of doing business) 8. The S&OP process occurs on a regularly scheduled basis. 9 S&OP is done at the family level (with some sub family analysis) 9. 10. The S&OP document is a single sheet for each family. 11. Executive leadership participation is key.M ki G PMaking a Great ProcessInstitutionalizing a Practice is the Key 1-never or does not exist.2-sometimes, 3-frequently, 4tl Ineffective or Misleading4-mostly,5-always or definitely exists Institutionalized / EffectiveInstitutionalizing a Practice gThe Resultso u n t )Ineffective orMi l di 1-never or does p a n i e s (C MisleadingInstitutionalizednot exist. 2 -sometimes, 3-frequently,4-mostly, 5-always or definitely exists C o m Effectivedefinitely existsProcess PerformanceTotalTotal Company Business Uniti lc yProduct Family Product Subfamily L e v e l o f D e t a r e c a s t A c c u r a Model / Brand Package SizeI n c r e a s i n g c r e a s i n g F o SKUSKU by Customer D e SKU by Customer by LocationTotalTotal Company Business Uniti lc yBusiness Strategy Business PlanProduct Family Product Subfamily L e v e l o f D e t a r e c a s t A c c u r a S&OPModel / Brand Package SizeI n c r e a s i n g c r e a s i n g F o Sales Plan Operations Plan Master Schedule SKU (Resource #)SKU (Resource #) by Customer D e Master ScheduleExecution SchedulesOrders SKU (Resource #) by Customer by LocationDelivery SchedulesS&OP Information FlowsS&OP Spreadsheet pDemand InformationSupply InformationSummarized by family, sub family,by month, In lbs.DP Accuracy %Achievement of Plany ,A t l Accuracy %Order fill %Order CT KPI Actuals Prod. Pln KPI Forecasts Actuals Util. %OTCapabilities Outages Production Orders Shortages OrdersNew Products ShortagesInventory Ad. To PlanConstraintsDistribution Inventory Issuesg Issuese oduc s Spec Changes New customersS&OP Policy DocumentCharters the team. Sign off by executive team.States objectives of the team.States objectives of the teamList responsibilities, participants and activities of each step. Describes guiding principles (fences, agenda, timing, etc.)D ib idi i i l(f d ti i t) Describes expectations (KPIs, performance improvements) Usually one or two pages.U ll tThis is a critical early step that is developed by the S&OP Thi i i i l l h i d l d b h S&OP process owner.Planning Fences“Fences Make Good Neighbors”gForecastChanges to plan accepted –20%MonthlyWeekly ScheduleI dCh t l t d Changes to plan accepted –10%S&OPDaily Production Issued Changes to plan accepted –5%No Changes to plan accepted –“frozen”ScheduleEmergencies only acceptedCustomer OrderFGShipS&OP ProcessBest PracticesNote: A best practice is anelement of a process that haselement of a process that hasbeen shown (statistically) torelate to improved performance.S&OP ProcessS&OP ProcessOverall Best Practices1.Is there an owner for the S&OP process?1Is there an owner for the S&OP process?2.Do you have an S&OP team designated?3.Does this team have formal (regularly scheduled) meetings?4.Are Sales, Marketing, Manufacturing, Logistics, etc) represented on this team?5.Does this team participate in customer and supplier relationships?6.Does the team look at the impact of their strategies on supply chain performance measures?7.Does the team use adequate analysis tools to examine the impact before a decision is made?p y8.Does this team look at customer profitability?9.Does this team look at product profitability?10.Do you have a documented (written description, flow charts, etc) S&OP process?11.Are your demand management and production planning processes integrated?12.Has the business defined customer priorities?12Has the business defined customer priorities?13.Has the business defined product priorities?14.When you meet, do you make adjustments in the strategy and document them?15.Does the team have supply chain performance measures established?16.Do you track the percentage of completed customer orders delivered on time?17.Do you measure customer "requests" versus actual delivery?18.Do you measure "adherence to plan"?Demand & Sales Plan Activities•Aggregate Sales forecasts and marketing plans into families.•Look at sub family issues if needed.•Build the demand plan for the next 12-18 months.•List assumptions.Sales VPmm 09yy •Aggregate customer service performance andissues.•Examine forecast performance and issue feedback.Demand &Sales mm,09,yySalesForecast•Adjust plan for known customer special request and events.•Trials, Plant Closures, Grade Switches, S i l P k i R i t t& Sales PlanningFeedbackSpecial Packaging Requirements, etc.Demand Plan by Family (units)Demand & Sales Plan Output (Subfamily issues)p•Demand component of S&OP document.•Issues, special requests and events.•Sub family issues and details (if needed).Demand & Sales Plan Review Meeting Agenda•Review actuals and discuss improvements.•Review KPI status and actions needed.•Review new forecast and changes •Review new forecast and changes.•Review upcoming events and issues •Agree upon new forecast for S&OP Sales VP•Follow up assignments•Discuss process improvement Demand &Sales mm,09,yySalesForecast•Adjourn& Sales PlanningAttendeesFeedbackDemand Plan by Family (units)•Owner –Operations VP•Marketing Mgr.(Subfamily issues)•Sales•Forecast owner: •SRP team member •Finance rep.S&OP ProcessS&OP ProcessDemand and Sales Planning Best Practices1.Is there an owner for the demand management process?1Is there an owner for the demand management process?2.Do you have a documented demand forecasting process?3.Do sales, manufacturing and distribution organizations collaborate in developing the forecast?4.Do you analyze the variability of demand for your products?5.Does this process occur on a regular (scheduled) basis?6.Does this process use historical data in developing the forecast?7.Do you use mathematical methods (statistics) for demand forecasting?p p8.Is a forecast developed for each product?9.Is a forecast developed for each customer?10.Is the forecast updated weekly?11.Is the forecast credible or believable?12.Is the forecast used to develop plans and make commitments?12Is the forecast used to develop plans and make commitments?13.Is forecast accuracy measured?14.Do your information systems currently support the Demand Management process?Supply/Resource Planning Activities Operations VPSupply/Resource Planning Activities•Review new demand plan.mm 12yy •Review operation plan performance and adjust.•Build new production plan by family for 12-18 months.I l d l d d i l Supply/ Resource mm,12,yy•Include planned outages and special events.•Review inventory positions and adjust •Review logistics and raw materials issues.DemandPlanResource Planningev ew og s cs d w e s ssues.•List assumptions.Feedback•Supply Plan w/ alternatives that Supply/Resource Planning Outputbest satisfy the Demand Plan•Supply component of S&OP •Supply plan alternatives •Issues and assumptions.Supply/Resource Planning Meeting Agenda Operations VPSupply/Resource Planning Meeting Agenda•Review KPIs •Review new SRP mm 12yy •Review new SRP .•Discuss issues and alternatives.•Select preferred alternatives.Supply/ Resource mm,12,yy•Assign follow up assignments.•Discuss process improvements.DemandPlanResource Planning•AdjournSupply/Resource Planning Meeting Attendees Feedback•Supply PlanAlternatives that Supply/Resource Planning Meeting Attendees•Owner –Operations VP DSP tbest satisfy the Demand Plan•DSP team rep.•Production Planning.•Plant Managers –as needed.g •Finance rep.Business Unit LeadersS&OP Decision Meeting Activities S&OP Decision Meeting Activities•S&OP team develops unified teampositions dollarized S&OP document and mm 15yy positions, dollarized S&OP document and decision list before meeting.•Review overall performance KPI’sS&OPDecision mm,15,yy•Present issues.•Review decision alternatives and impacts.•Review decisions made S&OPDecision Meeting•Review decisions made.•Review feedback for process.i i iFeedback•ApprovedS&OP S&OP Decision Meeting Output •Approved S&OP•Feedback •Adjustments to strategies •Feedback and recommendations •Adjustment to business strategiesto strategiesBusiness Unit LeadersS&OP Decision Meeting Agenda S&OP Decision Meeting Agenda•Review overall performance KPI’s •Review top level plan •Present issues.•Review decision alternatives and impacts S&OPDecision mm,15,yy•Review decision alternatives and impacts.•Review decisions made.•Review feedback for process.S&OPDecision Meetingp S&OP Decision Meeting AttendeesFeedback•Approved S&OP •Owner –Business Unit Leaders•President •Feedback •Adjustments to strategies •Sales VP •Operations VP •Supply Chain VP to strategiesSupply Chain VP •Finance LeadersS&OP Process ImplementationS&OP Process ImplementationSeptOct NovDecQ1Q2Q3/420042003Dry Run Set upyProduct 2Product 1Product 3Product 4Build Templates and Data ExtractsProduct 3 DataTeam CheckpointsAdd Product 4 DataPilot Roll OutStart upS&OP PS&OP ProcessStart up MilestonesIntroduction and Team Organization Sept. 8 –12Develop S&OP process details (steps, roles and policies). Sept. 8 –29 Develop S&OP process details(steps roles and policies)Sept8Develop S&OP “single sheet of music” and data feeds. Sept. 8 –29Teams meet and set up process Sept. 15-29p p pExecute dry run.Oct.Pilot Prodcut 1Nov. / Dec.The View From the Back of the Pack。