Steel Wedge Webcast

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Sales & Operations Planning(S&OP): How to Make It Work - By Steel wedge software Best Practices Leadership forum Team

Transcript of Steel Wedge Webcast

  • 1. WebEx technical support:(866) 779-3239 Please follow instructions on your screen to dial via telephone.Dont see instructions to dial by phone??? Click the info tab at the top left hand of your screen to view instructions again. Welcome! S&OP: How to make it Work January 22, 2008 10AM Pacific, 1PM Eastern Todays Speakers: Mr. Tom Wallace, Author and EducatorChris Givens, VP Business Development Steelwedge Software

2. Sales & Operations Planning: How to Make It Work

  • A Webcast forSteelwedge
  • by
  • Tom Wallace
  • January 22, 2008

3. Overview

  • What It Is
  • and
  • Where It Fits

4. The Four Fundamentals Mix

  • How Much?
  • Rates
  • The Big Picture
  • Families
  • Strategy/Policy/Risk
  • Monthly/out to 36 Mos
  • Which Ones?
  • Timing/Sequence
  • The Details
  • Products
  • Tactics/Execution
  • Weekly/Daily 1-3 Mos

Demand Supply Volume 5. Sales & Operations Planning Demand Supply Volume Mix Executive S&OP Master Scheduling Supplier and Plant Scheduling Distribution Scheduling Demand Planning/ Forecasting Supply (Capacity)Planning 6. More Terminology Changes?

  • Sales & Operations Planningmay
  • become the successor term to
  • ERP/MRPII
  • Thus the termExecutive S&OPwas developed to set it apart.

7. WhereExecutive S&OP Fits Strategic Planning Detailed Planning,Scheduling & Execution Business Planning Disconnect!!! Executive S&OP 8.

  • The Leader of the Business Unit (General Manager, President, COO) Must be Hands-On with Executive S&OP:
    • Stewardship
    • Leadership
          • Break ties
          • Set high standards
          • Motivate

Monthly Time Commitment:1.5The Role of Top Management hours 9. What if the Leaderis not Involved?

    • Attendance
    • Quality
    • Intensity
    • Results
    • Life Expectancy
    • Sustainability

10. How to Make It Work

  • The Implementation
  • Methodology

11. Implementation: The Real Issue

  • Understanding S&OP is simple.
  • The hard part is . . .
  • Behavior Change
  • changing the way we do our jobs.

The hard stuff is the soft stuff. 12. The ABCs ofImplementation

      • C = Computer
      • B = Data
      • A = People

13. Implementing Executive S&OPIs Different Active, Hands-on Participation by the Leaderand Staff

  • The leader of the business( president,
  • COO, CEO, general manager) must provide:
    • Support
    • Funding
    • Commitment
    • Leadership

So whats new? Each and Every Month 14. Implementing Executive S&OPIs Different

  • Highly focused on Top Management
  • Relatively few people
  • Low cost/high impact

15. Implementation Principles

  • Implementation begins and ends
  • with the Leader of the business
  • Hold the high ground
  • and success will almost always follow
  • Build it and they will come
  • carries a low probability for success

16. Implementation Alternatives Build it and they will comedesign it first, get the mechanics working, and then attempt to sell it to top management= Low probability for success Hold the high groundinvolve top management at the very outset of the implementation, and throughout= High probability for success 17. 18. Implementation Path 123456789 Months Business Improvement Phase I Preparation Phase II ExpansionLive Pilot Go/No-Go #2 Phase III $$$ Integration Executive Briefing Go/No-Go #1 Kickoff Session Low Risk & Low Cost 19.

  • Month 1
  • Assignment of Responsibility
  • Kickoff Education & Planning
  • Development of Project Schedule
  • Families & Sub-Families (Pilot Family)
  • Data Definitions, Sources & Displays
  • Month 3
  • Pilot Demo Preparation& Execution
  • Go/No-Go Decision #2
  • Month 2
  • Demand Planning Processes & Data Feeds
  • Supply Planning Processes & Data Feeds

Executive Briefing & Go/No-Go Decision #1 Phase I Preparation Phase II ExpansionPhase III $$$ Integration

  • Months 4 6
  • Add All Product Families
  • Full Supply Planning
  • Limited Financials
  • Months 7-9
  • Full Financial Integration
  • Institutionalize the Process

20. Three Levels of Commitment

  • Uninformed (before Go/No-go #1)
  • Boss:Okay, lets do an Executive Briefing.
  • Semi-informed (after Briefing: Go/No-go #1)
  • Boss:Okay, lets do a Live Pilot
  • Fully informed (after Pilot: Go/No-go #2)
  • Boss:Okay, lets go to full cutover.

21. Implementation Roles

  • Roles:
  • Executive Champion
  • Design Team(Core Team,Project Team)
  • Design Team Leader
  • S&OP Expert

22. Success Requires

  • Design Teams Job:
  • Definedset of practices (What, How, & Who)
  • Accurate, timely, & believeddata
  • Leaderships Job:
  • Highdiscipline,Clearaccountability
  • Constantimprovement
  • Changedperformance measures
  • Behaviorchange

23. The Future of S&OP: Growth Factors

  • Success breeds success
  • Lean Manufacturing and S&OP
  • Globalization
  • New users outside traditional manufacturing
  • S&OP specific software
  • Greater financial integration and simulation
  • A growing presence in the executive suite

24. Thanks for Listening

  • Go towww.tfwallace.comfor:
  • Copy of todays slides
  • Periodic newsletter
  • White papers
  • Books and videos

25. Please forward inquires to:[email_address] 925.208.1155 Thank you! Q&A