This five (5) day program will present a practical exposure to a methodology that leading enterprises are employing. The principles, techniques presented will demonstrate how this tool addresses the change that accompanies successful companies.
Sales and Operations Planning is a process to develop tactical plans that provide leadership the ability to strategically direct its businesses to achieve competitive advantage on a continuous basis by integrating customer-focused marketing plans for new and existing products.
This process brings together all of the plans for the business (sales, marketing, development, manufacturing, sourcing, and financial) into one integrated set of plans. It is performed at least once a month and is reviewed by management at an aggregate (product family) level.
Reconciliation must happen for supply, demand and new-product plans at the detail and aggregate levels and tie to the business plan. It is a definitive statement of the company’s plans for near to intermediate term. Learning how to properly execute the S&OP is part of this instruction. The process will link the strategic plans with its execution and reviews of the performance measurements for continuous improvement.
The presentation involves improving communication and how to integrate the various departments and respective processes including gathering and analyzing information. In addition, the instruction will identify what is necessary to facilitate high performing S&OP.
Exercises and case scenarios will be employed throughout the program. The methodology will be demonstrated to the participants who will in turn employ what has been presented.
COURSE KEY TAKEAWAYS
- How to organize, implement and manage Sales and Operations Planning
- See through benchmarking/comparison how other enterprises have used
- What are the building blocks for successful S&OP
- How to address different operational environment with the appropriate alternative
- Be capable of identifying and iterating the “hard and soft” benefits from S&OP
WHO SHOULD ATTEND?
VP’s and Directors for Operation, Finance, Sales/Marketing, Engineering (Technical Resources), Human Resources, Information Technology (IT), Supply Chain and Procurement As well as the next tier of executionist personnel from each of these respective functional areas.
ATTENDING SALES AND OPERATIONS PLANNING WILL HELP YOU UNDERSTAND:
- What are the S&OP activities for guiding and controlling the business
- What are the roles of the participants
- The significance of planning at the product family level
- How S&OP links with other planning and control processes
- How to attain the desired planning and business outcomes
- What the role of S&OP is in supply and demand balancing
- What are each of the S&OP process steps
- How to identify the planning factors
- How to identify the desired planning & business outcomes
- What is needed to calculate an inventory plan
- How are customer service, inventory and backlog are related
- Learn what the outputs are from the S&OP process steps
- What are the key cost criteria needed in comparing production approaches
- Understand the relationship to resource determination
- How to measure, monitor and improve the S&OP process/results
- What are the eight (8) building blocks for successful S&OP employment
- Length 5 days
- Level Intermediate
- Industry Supply Chain & Operations
- Prerequisites Master Planning of Resources (MPR) – an APICS course and/or person has performed forecasting and/or planning activities for products and/or services
- Association Lehigh University
- Language English
- This program is worth 35 NASBA CPE credits
– Introduction to S&OP
– What are the attributes and objectives?
– What is Executive S&OP?
– The Structure employed depends
– The five (5) step process
– What are the inputs?
– Data Requirements
– The Demand Planning Process
– Supply Planning Process
– Resource Requirements Planning
– Implementation Path
– Players involved
– Initial Training and Planning
– Development of a Pilot Schedule
– Product Family Determination
– Pilot Preparation and Execution
– Adding to the Executive S&OP
– Continuous Improvement
– Managing output from the process
– Implementation challenges
– Critical factors for success
– Case study