Overview
The sales and operations planning (S&OP) process is a major baseline for high-performance companies because, when done correctly, it keeps supply and demand in balance at the volume and detailed mix level, integrates and builds teamwork between general management, sales, operations, finance and product development,
and links the company’s strategic and business plans to its detailed processes and tools used to run the business on an hourly basis. However, due to a lack of state-of-the-art guidance, most firms still aren’t achieving the substantial end-to-end supply chain, profit and shareholder value improvements that this process can help deliver. This comprehensive guide delineates how to accomplish successful top management planning using a step-by-step approach and explains how to implement and execute robust S&OP process excellence
It details the ease with which S&OP can be implemented and how it can be done correctly with little capital while still returning many times the investment. While achieving excellence takes practice, you can expect to begin seeing results almost immediately.
Table of Contents
Introduction to Executive S&OP - Where Does executive S&OP Fit? - The structure and logic of executive S&OP - Inputs to executive S&OP - The monthly executive S&OP process - The Executive S&OP implementation path Executive briefing AND Go/No-Go - Decision Assignment of responsibilities - Kick-off education and planning - Development of the project schedule Product Families, Subfamilies, and Resources Data requirements, Source, and Displays - The Demand planning process - The Supply Chain Process - Pilot Preparation and Execution - Add all Families onto Executive S&OP - Continuous Improvement Full Financial Integration Executive S&OP in complex environments - Fixing a broken Executive S&OP process - Risk Management and Executive S&OP - The Future of executive S&OP
Review from Venkadesh Narayanan, Principal Consultant, Fhyzics
