8. 执行 * 生成最终的主生产计划 * 生成各辅链的计划 * Pre-S&OP, S&OP 行动计划的执行 1. Status Quo Analysis of Business Operation * Understanding the market and customer requirements * Character of the effective manufacturing company * Identify internal supply chain,external supply chain and its sub-chains * Major difficulties and issues in business operations
2. Introduction of Sales & Operation Planning Process * What is S&OP process? the misunderstanding of S&OP * Objectives of S&OP process * Multi-level S&OP * S&OP process, participates, the main goals and objectives, inputs and outputs of each step respectively * Time frame of S&OP process * Principle and guideline of running S&OP process * The role of top management in S&OP process
3. Start: business review & new activity * Business performance review at company level and analysis deviations * Impact to business operation from internal & external activities * Develop new activity plan (NPD, new client, new price strategy…) * Adjust business goal(budget or LE/EFY)
4. 1st step: Demand Review * Review last period demand accuracy performance , discover the root cause of the deviations * Assess recorded demand assumptions * Propose improvement solutions and record the actions * Update new activity plan of marketing and sales * Generate unconstrained demand forecast by integrating market activity plan, NPD forecast,sales forecast,statistics forecast * Discuss and agree the 12~18 month rolling unconstrained demand forecast
5. 2nd step: supply review * Review last period supply performance, discover the root cause of the deviations * Regularly review planning parameters, supply strategy, inventory strategy * Generate rough constrained sales & operation plan and resource short list by integrating all relevant input resources * Analysis supply limits,constrains and risks * Propose all possible options and solutions * Predict mid-term,long-term resource requirements
6. 3rd step: Pre-S&OP meeting * Integration and reconciliation of s&op * Discuss viable solutions, and decided to make a priority and trade-offs * Generate evaluated demand forecast and reach agreement * Generate financial projections * A high quality platform for information sharing and decision making * Assess performance, promote internal continuous improvement which driven by external market and competition * Review existing obstacles, constraints and difficulties, and develop appropriate improvement action plan * Resolve conflicts between departments to guide the efficient inter-departmental cooperation * Results-oriented, and actively promote change management
7. 4th step: S&OP meeting * Set of key performance indicators and performance evaluation * Approve the constrained demand forecast * Approved the decisions list submitted Pre-SOP * Solve the issues submitted by Pre-S&OP * Share the performance of Pre-S&OP actions
8. Implementation * Generate MPS * Generate functional plan * Execution of Pre-S&OP, S&OP actions
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课程介绍 评价详情(0)
培训受众:
* 销售预测经理，需求计划经理，供应计划经理（主计划，物料计划，生产计划）
* 与运营直接相关的部门经理和主管（生产，采购，物流，项目）
课程收益:
S&OP的核心，是通过整合一系列数据和信息，通过协调、平衡和决策，建立销售需求和供应能力的平衡，从而保证供应计划的可实施性。同时为保证供应计划的最终得以高质量的实施，可通过S&OP平台扫除各类运营中的障碍和制约，可以避免问题重复发生，直接影响企业运营。
课程大纲
* 企业所在的市场和客户诉求的分析
* 有竞争力和高效运营的制造企业的特征
* 识别企业内部和外部供应链、主链与辅链
* 企业运营中的主要困难和问题
2. 介绍集成的业务协调、平衡、决策和执行过程S&OP
* 什么是销售和运营计划? 对销售和运营计划的错误理解
* 销售和运营计划过程的目标
* 多层次的销售和运营计划
* 销售和运营计划的过程步骤、各步骤的参与者、主要目的和目标、输入与输出
* 销售和运营计划过程步骤的时间框架
* 运行S&OP系统的先决条件和遵循的规则
* 公司最高领导在S&OP中的角色
3. 启动：业务 回顾和关注新战略行动
* 上期公司层面业绩的回顾及偏差分析
* 来自组织外部和内部对业务产生影响的活动
* 制定新战略行动计划
* 调整业务目标
4. 第一步：需求回顾和规划
* 回顾上期预测的表现, 分析预测与实际偏差的根本原因
* 评估上期所记录的驱动需求的假设
* 讨论改善的行动方案和行动计划
* 更新各类市场、销售的新行动计划
* 整合市场和销售计划, 生成不受限制的需求预测
* 讨论并同意12~18个月滚动的受约束的需求预测
5. 第二步：供应回顾和规划
* 回顾上期供应的表现，寻找导致偏差的原因
* 定期回顾计划的参数，供应策略， 库存策略
* 整合各资源能力, 生成初步受制约的销售和运营计划和资源短缺清单
* 分析供应的限制、制约和风险
* 提供各种可能的选择机会和方案
* 预见中期，长期的资源需求
6. 第三步：预备讨论会 Pre-S&OP
* 整合与协调需求和供应计划
* 讨论可行的方案，作出优先级与取舍决定
* 生成经评估的需求预测并最终达成一致
* 生成财务的预测
* 高质量的信息共享和决策平台
* 评估业绩, 推动由外部市场和竞争所驱动的内部持续改善
* 检讨运营中存在的障碍、制约、困难和问题, 制定相应的改善行动计划
* 解决部门之间的冲突, 引导跨部门的高效合作
* 以结果为导向,积极推动变革管理
7. 第四步：S&OP 会议
* 设定主要业绩指标和绩效评估
* 批准受限制的需求预测
* 批准Pre-S&OP提交的决策清单, 并解决提交的问题
* 分享Pre-S&OP 行动计划的执行情况
8. 执行
* 生成最终的主生产计划
* 生成各辅链的计划
* Pre-S&OP, S&OP 行动计划的执行 1. Status Quo Analysis of Business Operation
* Understanding the market and customer requirements
* Character of the effective manufacturing company
* Identify internal supply chain,external supply chain and its sub-chains
* Major difficulties and issues in business operations
2. Introduction of Sales & Operation Planning Process
* What is S&OP process? the misunderstanding of S&OP
* Objectives of S&OP process
* Multi-level S&OP
* S&OP process, participates, the main goals and objectives, inputs and outputs of each step respectively
* Time frame of S&OP process
* Principle and guideline of running S&OP process
* The role of top management in S&OP process
3. Start: business review & new activity
* Business performance review at company level and analysis deviations
* Impact to business operation from internal & external activities
* Develop new activity plan (NPD, new client, new price strategy…)
* Adjust business goal(budget or LE/EFY)
4. 1st step: Demand Review
* Review last period demand accuracy performance , discover the root cause of the deviations
* Assess recorded demand assumptions
* Propose improvement solutions and record the actions
* Update new activity plan of marketing and sales
* Generate unconstrained demand forecast by integrating market activity plan, NPD forecast,sales forecast,statistics forecast
* Discuss and agree the 12~18 month rolling unconstrained demand forecast
5. 2nd step: supply review
* Review last period supply performance, discover the root cause of the deviations
* Regularly review planning parameters, supply strategy, inventory strategy
* Generate rough constrained sales & operation plan and resource short list by integrating all relevant input resources
* Analysis supply limits,constrains and risks
* Propose all possible options and solutions
* Predict mid-term,long-term resource requirements
6. 3rd step: Pre-S&OP meeting
* Integration and reconciliation of s&op
* Discuss viable solutions, and decided to make a priority and trade-offs
* Generate evaluated demand forecast and reach agreement
* Generate financial projections
* A high quality platform for information sharing and decision making
* Assess performance, promote internal continuous improvement which driven by external market and competition
* Review existing obstacles, constraints and difficulties, and develop appropriate improvement action plan
* Resolve conflicts between departments to guide the efficient inter-departmental cooperation
* Results-oriented, and actively promote change management
7. 4th step: S&OP meeting
* Set of key performance indicators and performance evaluation
* Approve the constrained demand forecast
* Approved the decisions list submitted Pre-SOP
* Solve the issues submitted by Pre-S&OP
* Share the performance of Pre-S&OP actions
8. Implementation
* Generate MPS
* Generate functional plan
* Execution of Pre-S&OP, S&OP actions
本课程名称： 销售和营运平衡决策系统
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