Featured Presenter - Tom Wallace, S&OP Author and Educator
Like most manufacturing organizations, you likely have some quantitative measurement goals for your Sales & Operations Planning initiative. But, like the saying goes, it’s not just how it looks (metrics) but importantly, how it feels (organizational impact).
Join Steelwedge and industry educator, author and reknowned S&OP practice leader, Tom Wallace, for a live webinar to test your S&OP “feel factor”. In this interactive session, you will learn examples and ideas for your people, process and technologies to achieve some great feeling S&OP, including:
• Fewer surprises, resolved quickly
• 18+ months of forward visibility
• Enthusiastic engagement of top management and
• Delivering on strategic goals with S&OP
What Great Sales & Operations Planning (S&OP) Feels Like!
1. EXECUTIVE S&OP by Tom Wallace WWW.TFWALLACE.COM
Tom Wallace/Agility Series Webinar
September 17, 2013
What Great S&OP Feels Like
2. EXECUTIVE S&OP by Tom Wallace WWW.TFWALLACE.COM
What Great S&OP Feels Like
Two Ways to Measure:
• Quantitative
- Checklists
- Maturity Stages
• Qualitative- How Does It Feel?
3. EXECUTIVE S&OP by Tom Wallace WWW.TFWALLACE.COM
1. A Visible Increase in Teamwork
Successful S&OP = Better Teamwork
• When Teamwork does not improve,
S&OP wasn’t implemented properly
• Improved Teamwork is a given, if . . .
you do it right.
“This process enables my staff (the vice
presidents) to view the business through
my glasses.” Division President
4. EXECUTIVE S&OP by Tom Wallace WWW.TFWALLACE.COM
Check Up
Question: has teamwork in your
company visibly improved from
before S&OP?
5. EXECUTIVE S&OP by Tom Wallace WWW.TFWALLACE.COM
2. Demand and Supply
Normally in Balance
This is S&OP’s most fundamental task.
If it can’t do this, you can forget about the rest
“Tom, I used to spend most of my day out on
the plant floor expediting and putting out
fires. Now, I have to remind myself to get out
of my office and make an appearance in the
plant.” Plant Manager
6. EXECUTIVE S&OP by Tom Wallace WWW.TFWALLACE.COM
Check Up and Poll Question
Question: has “fire fighting”
decreased from before S&OP??”
A. We do very little fire fighting anymore
B. It’s about the same as before S&OP
C. It’s worse than before S&OP
7. EXECUTIVE S&OP by Tom Wallace WWW.TFWALLACE.COM
3. Communications
Clearer and More Certain
“We need better communications
around here.”
The Executive S&OP process is
“communication rich” and “collaboration driven”
• open and complete communications
• cross-functional collaboration
for resolution of issues and problems
8. EXECUTIVE S&OP by Tom Wallace WWW.TFWALLACE.COM
Check Up
Question: are fewer things “falling
through the cracks?”
9. EXECUTIVE S&OP by Tom Wallace WWW.TFWALLACE.COM
4. Fewer Surprises -
Resolved Quickly
“Window Into The Future”
• Keep potential problems from
becoming real problems
• Resolve real problems quickly
“With S&OP and one set of numbers,
we can now resolve problems in less
time than we needed to decide whose
numbers to use.” VP Product Supply
10. EXECUTIVE S&OP by Tom Wallace WWW.TFWALLACE.COM
Check Up and Poll Question
Question: when “surprises” occur, such as
demand spikes or supply crashes, does
your S&OP process allow for mid-period
adjustments to be made quickly?
A. Yes, we are much more agile than before
B. We’ve improved but need to do better
C. No change from before S&OP
11. EXECUTIVE S&OP by Tom Wallace WWW.TFWALLACE.COM
5. Eighteen Months or More
Forward Visibility
Q. Why 18 months?
A. 18 months “wraps around” the fiscal year
Example:
• Fiscal Year Ends 12/31
• Start working on next year’s plan in
August of the current year
• 18 months covers all of next Fiscal Year
• Demand Plans, Supply Plans, Finished
Goods Inv Plans + Others already exist
12. EXECUTIVE S&OP by Tom Wallace WWW.TFWALLACE.COM
Check Up
Question: does your annual financial
planning process use demand plans
and supply plans from Executive S&OP
or does all of the data it uses come from
other sources?
13. EXECUTIVE S&OP by Tom Wallace WWW.TFWALLACE.COM
6. One Set of Numbers Internally
Multiple Display Formats/Multiple Units of Measure
- Sales
- Marketing
- Finance
- Operations
- Supply Chain . . .
. . . all coming from one set of data
Underpromise & Overdeliver
S&OP doesn’t care what you tell Wall Street
or Corporate. Tom Wallace
14. EXECUTIVE S&OP by Tom Wallace WWW.TFWALLACE.COM
Check Up and Poll Question
Question: is everyone singing off the same
sheet of music . . . or not?
A. Absolutely. We run with 1 set of numbers
B. Some departments are still not on board
C. It’s the same as before S&OP
15. EXECUTIVE S&OP by Tom Wallace WWW.TFWALLACE.COM
7. Top Management engaged
and enthusiastic
“Tom, when I think back to last year, before
we had S&OP, I can’t imagine how we
were able to run this business.” CEO
Attendance at monthly Exec S&OP Meeting?
- Good News
- Bad News
16. EXECUTIVE S&OP by Tom Wallace WWW.TFWALLACE.COM
Check Up and Poll Question
Question: does your executive team, up to
and including the leader of the business,
participate hands-on in the Exec S&OP
meeting each month?
A. Absolutely.
B. It’s spotty.
C. It’s the same as before S&OP
17. EXECUTIVE S&OP by Tom Wallace WWW.TFWALLACE.COM
8. Executive S&OP helping to
achieve strategic goals
From S&OP: Beyond The Basics:
1. BASF – Strategic Goal: become #1 in the world
“While BASF does many things well, S&OP has
contributed significantly to helping us achieve
our present #1 position in the industry.”
Business Process Education Manager
18. EXECUTIVE S&OP by Tom Wallace WWW.TFWALLACE.COM
8. Executive S&OP helping to
achieve strategic goals – cont’d
2. Cisco Systems – Strategic Goal: create a new
business far different from its traditional
products
“We at Cisco consider the Telepresence story a
great example of how S&OP can make major
contributions to the company’s strategy. Being an
early mover into a new market requires a different
approach than when we take on more mature
markets, regardless of our market position.”
Director, Sales & Operations Planning
19. EXECUTIVE S&OP by Tom Wallace WWW.TFWALLACE.COM
8. Executive S&OP helping to
achieve strategic goals – cont’d
3. Dow Chemical – Strategic Goal: integrate
the Rohm and Haas acquisition into Dow
Implementation of Executive S&OP within
our combined businesses played a
significant role in helping to integrate the
two companies. This was a driving force for
enabling cost and growth synergies.”
VP Supply Chain
20. EXECUTIVE S&OP by Tom Wallace WWW.TFWALLACE.COM
Check Up
Question: is your company’s use of
S&OP confined to balancing demand
and supply, integrating financial and
operational plans – the basics – or is it
also being used in a major way to
support strategic initiatives?
21. EXECUTIVE S&OP by Tom Wallace WWW.TFWALLACE.COM
Recap –
What Great S&OP Feels Like
1. A Visible Increase in Teamwork
2. Demand and Supply Normally in Balance
3. Communications: Clearer and More Certain
4. Fewer Surprises - Resolved Quickly
5. Eighteen Months or More Forward Visibility
6. One Set of Numbers Internally
7. Top Management Engaged and Enthusiastic
8. Executive S&OP Helping to Achieve Strategic Goals
22. EXECUTIVE S&OP by Tom Wallace WWW.TFWALLACE.COM
News Flash #1
New on LinkedIn:
Tom Wallace’s S&OP/Q&A Group
Mission: for people working with S&OP, to help them get
clear, easy to understand answers to their questions
Fair Warning: I don’t have all the answers. Sometimes
I may be asking you for answers
So don’t be bashful; asking questions is easy
and quite painless
23. EXECUTIVE S&OP by Tom Wallace WWW.TFWALLACE.COM
News Flash #2
My latest book: Sales & Operations Planning: Beyond
the Basics, is available to participants in this webinar for
a 25% discount.
To order, go to www.tfwallace.com. In the Bookstore, as
you purchase the book, use discount code
STEELWEDGE 9-17.
That will get you the friendly price for that book
plus other items.