This document provides an overview of sales and operations planning (S&OP). S&OP is a collaborative planning process that aligns all business functions to a single plan to meet market demand profitably. It differs from traditional functional planning approaches by taking a holistic view of demand, supply, and financial plans. The S&OP process involves gathering data, demand planning, supply planning, pre-meetings, and executive meetings to align plans and resolve issues. Critical success factors include top management involvement, structured meetings, cross-functional participation, and integrated planning technology. Benefits include improved profitability, inventory management, and communication across business functions.
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Sales & Operations Planning Process
1. Sales & Operations Planning
A Centralized approach of Planning at all
levels of organizations
Harshal Badgujar
Learning Session
1
2. What are the conflicts in Traditional
Planning Approach of working in SILOs
Marketing
Production
Finance
Function
High Revenues
High Availability
Low Production cost
Long production Runs
Low Investment & Cost
Few Fixed Costs
Objectives Implications
Customer
Service
High
Low
Disruption to
Production
Many
Few
Inventories
High
Low
2
3. Let consider a case of conflict in Traditional
Planning approach – A Video
(http://www.slideshare.net/JadeGlobal/oracle-sales-operations-planning-video
)
3
4. 1980’s – Need for Integrated Data systems for planning
1990’s – Birth of ERP systems
Late 2000 – Birth of Planning Module software with ERP packages
But the real Question is – Even after implementation of organization-wide ERP
Reason – Functions were still operating in SILOs
Have companies realized the proclaimed benefits of
ERP and Return on huge investments made in its
implementation………
Hence the Need for a Collaborative
Approach led to
Sales & Operations Planning
4
5. Agenda - Overview
What is S&OP?
How does it differ from traditional Planning?
Where does S&OP fit in levels of Planning?
A case of Auto-Component Manufacturer
S&OP Process Overview – how is it practiced by
organizations?
Critical Success factors of S&OP implementation
Benefits of S&OP
5
6. What is S&OP?
A decision-making & Business Management process
To ensures that the tactical plans in all business
functions are
Aligned and in support of the company strategy
and the business plans and goals.
Single Environment for optimally synchronizing
Demand, Inventory, and Supply plans
While considering costs, revenue and profit objectives of
organization
6
7. What is S&OP?
Formal Business Process spread over 18-24 Months of
planning Horizon
Product Families (not items)
Volume (not Mix)
Monthly review Cycle
Both product and financial units
7
8. What is purpose of S&OP?
The objective is
To reach consensus on a single
operating plan
that allocates the critical
resources of people, capacity,
materials, time, and money
to most effectively meet the
marketplace in a profitable way. Demand
S&OP
Finance
Supply
Updated
Forecasts
S&OP
Process
Sales Plan
Production Plan
Inventory Plan
Backlog Plan
NPD Plan
Strategic Initiatives Plan
Financial Plan
8
9. Why is S&OP Planning?
Factors responsible for imbalance between
Supply & Demand
Promotions
New Product Introductions
Packaging Changes
Changing demand patterns …Wreck havoc in planning
Companies that use S&OP – stand competitive advantage
by gaining the visibility and agility to improve product management and
promotional planning,
Help minimize unnecessary build-ups of inventory and better predict revenue
Gives a complete picture of forecasted demand, supply capacity and
corresponding financial information
S&OP is a vehicle for communication that puts the vision, strategy,
financial and tactical plans of a business into one unified operating plan in
order to optimize the allocation of critical resources
9
10. How Does S&OP Differ from Traditional
Planning?
Review of Planning
activities happen at a
Higher Level, on a
monthly and yearly basis
Involves Senior
Management to drive
consensus
Review of Planning
activities happen at a
products Level, on a
daily or weekly basis
Involves only
department heads and
managers
S&O Planning Traditional Planning
10
12. Hierarchical Nature of Planning
Items
Product lines
or families
Individual
products
Components
Manufacturing
operations
Resource
Level
Plants
Individual
machines
Critical
work
centers
Production
Planning
Capacity
Planning
Resource
requirements
plan
Rough-cut
capacity
plan
Capacity
requirements
plan
Input/
output
control
Sales and
Operations
Plan
Master
production
schedule
Material
requirements
plan
Shop
floor
schedule
All
work
centers
Medium Range
Short Range
Planning12
13. Let us understand S&OP process through a case
of Auto-Component Supplier manufacturer
Imagine a case that President of
Division – new to the position
He could not understand why
with 15000 components, he
heard problems like
Shortage of few Items
Incomplete production runs
Excessive Inventory
Unhappy customers with poor
delivery performance
13
14. Case of Auto-component Supplier:
If he were introduced to 15000 people in stadium,…
15000 MRP
Components
14
15. Case of Auto-component Supplier:
How about he inviting 120 people into a large
conference room?
120 MPS Items
15000 MRP
Components
15
16. Case of Auto-component Supplier:
Auto
components
Family 1
Alternators
Family 2
Starter Motors
Family 3
Wiper Motors
Family 4
Ignition Coils
How if we brought FOUR people into his office..?
16
17. So, Goal of the Company was decided –Understand Demand for
each of these 4 Families and then supply accordingly
15000 MRP
Components
120 MPS Items
4 S&OP
Families Rate of
Production
Product Mix
Performance
17
18. How is it practiced by organizations?
The monthly sales and operations planning process
End of month
STEP 1
Data
Gathering
STEP 5
Exec SOP
Meeting
STEP 4
Pre-SOP
Meeting
STEP 3
Supply
Planning
STEP 2
Demand
Planning
Statistical forecasts
Field sales worksheet
Management forecast
1-st pass spreadsheets
Capacity constraints
2-nd pass spreadsheet
Recommendations
For executive S&OP
Decisions
Wallace: 2nd edition Sales & Operations Planning18
19. Step 1 – Data gathering
Month end data
Actual sales
Inventory
Production
Sales and marketing
All pertinent information
19
21. Sales Product Family A
Jan Feb Mar Apr May June Jul Aug
Forecast 100 100 100 120 120 120 120 130
Actual sales 90 95 85
Difference -10 -5 -15
Cum. difference -15 -30
Wallace: 2nd edition Sales & Operations Planning 21
22. Production Product Family A
Jan Feb Mar Apr May June Jul Aug
Planned
production 100 100 100 110 120 120 120 130
Actual production 98 100 101
Difference -2 0 1
Cum. difference -2 -1
Wallace: 2nd edition Sales & Operations Planning 22
23. Inventory Product Family A
Jan Feb Mar Apr May June Jul Aug
Planned
inventory 100 100 100 142 142 142 142 142
Actual inventory 111* 116 132
Difference 11 16 32
*January Inventory = 103 Wallace: 2nd edition Sales & Operations Planning 23
24. Jan Feb Mar Apr May June Jul Aug
Forecast 100 100 100 120 120 120 120 130
Acutal sales 90 95 85
Difference -10 -5 -15
Cum. difference -15 -30
Jan Feb Mar Apr May June Jul Aug
Planned production 100 100 100 110 120 120 120 130
Actual production 98 100 101
Difference -2 0 1
Cum. difference -2 -1
Jan Feb Mar Apr May June Jul Aug
Planned inventory 100 100 100 142 142 142 142 142
Actual inventory 111* 116 132
Difference 11 16 32
*January Inventory=103
Comparing actual to forecast Product Family A
Wallace: 2nd edition Sales & Operations Planning24
25. Step 2 – Demand planning
Sales and marketing review information
received from Step 1
Sales forecast
By product
By family
Total
25
27. Forecasting: Inputs, Process, Outputs
INPUTS OUTPUTS
Forecasts That:
•Are reasoned
•Are realistic
•Are reviewed
•Represent demand
THE
PROCESS
Current Customers
New customers
Competition
Economy
New products
Pricing
Bids
Promotions
Management directive
History
Other
27
28. Step 3 – Supply planning
Bill of resources
Rough-cut capacity
Demand/Supply Strategies
28
34. Step 4 – Pre-SOP meeting
Make decisions to balance supply/demand
Resolve differences where possible
Identify areas of disagreement
Develop scenarios
Set agenda for Executive S&OP meeting
34
35. Step 5 – Executive S&OP meeting
Make decisions
Authorize changes in S&OP plan
Relate Rup version
Resolve issues
Review performance, product issues, special projects,
etc.
35
36. What are critical success factors for S&OP?
CSF for
S&OP
Top
Management
Involvement
Ongoing
Routine S&OP
Meetings
Structured
meeting
agendas
Cross-
functional
participation
Participants
empowered to
take decisions
Internal
Collaborative
process
Measurement
of Process
Supported by
Integrated
Supply-
Demand
Planning
Technology
36
37. Benefits of S&OP Process
Links business plan to departmental operations
Provides a means to work for a common goal
Eliminates counterproductive hidden or
unilateral decisions
Greater visibility of demand and supply across
the company
Improved Product Lifecycle Management
process
Better communication between groups
Improved inventory management
More predictable revenue management
37
For many years, Organizational functions and departments have preferred to be working in SILOs,Have their own plans and set goals for their functions with respect to utilization, productivity, profitability contribution and customer service without considering impact of their activities on the overall organizational performanceSales and operations planning (S&OP) is an integrated business management process developed in the 1980s by Oliver Wightthrough which the executive/leadership team continually achieves focus, alignment and synchronization among all functions of the organizationRely on a phased approach Develop an “outside-in” sequence of S&OP initiativesFocus on more information, less data Provide effective leadership for the process
Conflicts in Traditional SystemsIn the past, supply, production, and distribution systems were organized into separate functions that reported to different departments of a company.Often policies and practices of the different departments maximized departmental objectives without considering the effect they would have on other parts of the system. Because the three systems are interrelated, conflicts often occurred. Although each system made decisions that were best for itself, overall company objectives suffered
http://www.slideshare.net/JadeGlobal/oracle-sales-operations-planning-videoWhat we observed here?Case of working SILOsIndividual Departmental goals and plans ahead of Organizational goalsConflict of interestsNo look at strategy or Strategic planNo communication with other departmental functionsNo working in collaboration …Implications –Dissatisfied customer or loss of saleLoss of credibility – loss of market share
For years organizations worked in these manner till 1980’s, until the need for integrated and collaborative approach for planning is realized by 1980’s – Companies realized the need for Integrated Data systems and common database for planning 1990’s – Birth of ERP systems have made it easier for organizations for visibility of information on single platformBut the real Question is – Even after implementation of organization-wide ERP systems have proved insufficient to meet challenges with ever increasing complexities & complexitiesTraditional Planning methodologies entailed working as different piece of Jig-saw puzzleHence the need of collaborative planning was felt – gave birth to S&OP process
It is a decision-making process that ensures that the tactical plans in all business functions are aligned and in support of the company strategy and the business plans and goals. Cost driven Collaborative process to help decide how the operations plan will meet the corporate financial planWhat to sellwho to sell toHow to satisfy demand in spite of constrained resources, materials and working capitalExample of Domino’s strategy – Focus on Customer Service and Rapid Delivery (Responsiveness)Marketing promoting about its rapid service and production department or logistics department waits for Full truck shipments for achieving 100% capacity utilization which is a target set for itself.Example of Wal-Mart – Focus on Providing customers products with EDLP tacticsFor that they have aligned their supply chain network OF DCs around their Departmental StoresTheir focus is reducing cost and not providing multiple option or range of products (Cost)
- Raise visibility of Supply chain operations to overall organizations- Various business pressuresRising costManaging Customer service levelsNeed to maximize their asset utilizationBring alignment & collaboration to rest of the organization
The S&OP planning includes an updated forecast that leads to a sales plan, production plan, inventory plan, customer lead time (backlog) plan, new product development plan, strategic initiative plan and resulting financial plan. Plan frequency and planning horizon depend on the specifics of the industryCapacity and Demand Balance:•If capacity and demand are nearly equal emphasis should be placed on meeting demand as efficiently as possible. •If capacity is greater than demand the firm might chose promotion and advertising in order to increase demand. •If capacity is less than demand the firm might consider subcontracting a portion of the work load.
Background - Each year, the imbalance between supply and demand costs companies billions of dollars in out-of-stocks, excess inventory and excessive discounting. Promotions, new product introductions, packaging changes and changing demand patterns can all wreak havoc on the demand and supply planning process.S&OP is effective because it develops a well coordinated operating plan in support of your customer demand, your business plan and your strategy. All markets are subject to changeOrganizations need flexibility to react to changesCritical Resources - : people, capacity, materials, time and money.
S&OP supports the traditional planning process, but differs in two ways.First, it reviews planning activities at a higher level, on a monthly and yearly basis, rather than the tactical daily or weekly planning in the traditional process. This is critical as it allows a company to proactively identify and manage upcoming issues like overstock situations, fixed capacity constraints, regional velocity of demand and financial reserve accruals. Secondly, senior management is heavily involved in S&OP with the goal of driving consensus on a single operating plan across business functions.
Most ERP systems are designed are 3 levels of planningLong Range –Intermediate Range – Short RangePlans are of two different type – Priority plans (what to make and what to sell and how much & when?) and capacity plans (How to make)S&OP fits into Intermediate planning
We worked for the supplier of automotive components the president of the division was new to the position and could not understand why it with fifteen thousand Components he continually heard that they were short a few items and therefore couldn't complete a production runhe also knew that his division suffered from excess inventory yet customers weregenerally unhappy with delivery performance.
He wanted to know how we could help, we began by giving him an analogy…if he were introduced to fifteen thousand people in a stadium;would he be able to remember all their names naturally the answer was no.it is practically difficult to control that many no. of components…
Perhaps it would be easier to control the one hundred twenty finished goods items they shippedso we asked the president if he invited one hundred twenty people into a large meeting room would he be able to remember all their names;Again we agreed,that this was still too many people for any person to rememberso it is in trying to manage that many products
however the client had four product families alternators starter motors wiper motors and ignition coilsTo complete the analogy we asked the president if we brought four people into his office would he be able to remember for namesthe answer was yes;the smaller number was easier to work with.it could be managed and controlled the same with automotive components…
Instead of thinking of them is fifteen thousand individual units, think of them in larger aggregated level.The goal for the company was to understand demand for each product familyplan for supply accordinglyGet everyone to agree to the plan and communicate that plan to the master production scheduler…plants.The master scheduler could then take the rate of production for each family and divide it into the mix of items or products needed to ship. This system would explode the bill of material and plan the fifteen thousand components to support the detailed level plan.Finally we would measure our performance and provide the executive management team with the results every month.This is how the S&O works
S&OP process begins with the creation of a demand plan for the target time period (three to twelve month horizon). Goal of the demand plan is to create a consensus among sales, marketing, product management, field service etc. on what will be sold and what revenue will be produced. Next a corresponding supply plan is created for the time period, which contains rough cut capacity plan, procurement plan etc. These plans are then fed into a pre-S&OP process, where solutions to address this imbalance are formulated. The S&OP meeting then discusses the issues and recommended solutions, reviews alternatives and makes decisions. The S&OP meeting is attended by senior leadership from sales, marketing, operations, finance and other operational areas.
Reconciliation & Integration Meeting
Decisions on –Chase StrategyLevel ProductionSubcontracting or hybrid strategy are taken
Increase plan accuracyIncrease product marginsImprove customer satisfactionReduce costs through efficient use of resourcesDrive organizational flexibilityReduce inventory and obsolescence costsBetter communication between groupsImproved cash flow and Shorter lead timesReduced transportation costsProvides a realistic production plan for meeting business objectives