销售与运作计划实施经验分享.pptx
![资源得分’ title=](/images/score_1.gif)
![资源得分’ title=](/images/score_1.gif)
![资源得分’ title=](/images/score_1.gif)
![资源得分’ title=](/images/score_1.gif)
![资源得分’ title=](/images/score_05.gif)
《销售与运作计划实施经验分享.pptx》由会员分享,可在线阅读,更多相关《销售与运作计划实施经验分享.pptx(47页珍藏版)》请在淘文阁 - 分享文档赚钱的网站上搜索。
1、Alan L.Milliken CFPIM CIRM CSCP 20+years at major manufacturing sites working in Production,Logistics,Process&Quality Control,Industrial Engineering,Training,and Scheduling20年以上专业制造场所从事生产,物流,流程和质量控制,工业工程,培训,和调度工作 11+years as a Supply Chain Consultant and APICS Instructor including two years in Mexic
2、o City helping BASF Mexicana improve their supply chain11年以上供应链顾问和APICS讲师,包括在墨西哥巴斯夫的两年,帮助其提高供应链管理水平 Identified by an independent consulting firm as one of three APICS members who best answer the question,“What is a Supply Chain Manager?”由一个独立的咨询公司确定为三个APICS成员之一,并最好地回答了“供应链管理是什么?“这个问题。Served as an SM
3、E(Subject Matter Expert)on the team that developed the new Certified Supply Chain Professional(CSCP)program.作为项目专家在团队中开发新的CSCP(认证供应链专家)项目。Served as an SME on the team that developed the new Certified Forecasting Professional(CFP)for the Institute of Business Forecasting(IBF)作为项目专家为商业预测研究所(IBF)开发了新的认
4、证预测师(CFP)项目 Engineering Degree from Auburn University and MBA from Clemson UniversityAuburn大学工程学学位,Clemson大学MBA第1页/共47页Objectives of the Presentation目标目标 Define formal Sales&Operations Planning(S&OP)销售与运作计划定义 Describe the primary steps in the formal S&OP Process and explain the purpose of each描述标准S&
5、OP的实施步骤,并对每个步骤进行解释说明 Relate the inputs and outputs of each step in the process每一步骤相关的输入与输出 Identify the participants in and responsibilities for each primary step为每个主要步骤识别主责和参与者 Discuss Key Performance Indicators(KPIs)for each step in the process讨论每个步骤的关键绩效指标(KPIs)第2页/共47页S&OP Process OverviewS&OP过程
6、概述过程概述第3页/共47页S&OP is the process with which we bring together all the plans for the business(customers,sales,marketing,development,manufacturing,sourcing,and financial)into one integrated set of plans.S&OP是将所有业务计划(客户、销售、市场、开发、生产、资源以及财务)集成在一起的计是将所有业务计划(客户、销售、市场、开发、生产、资源以及财务)集成在一起的计划集。划集。The objectiv
7、e of Sales&Operations Planning is to arrive at a business“Game Plan”to help manage and allocate critical resources to meet the needs of the customer at the least cost to do so.S&OP的目标是帮助管理和分配关键资源,在成本最低的条件下满足客户的要求,是一套业务的目标是帮助管理和分配关键资源,在成本最低的条件下满足客户的要求,是一套业务“游戏计划游戏计划”。What is formal Sales&Operations P
8、lanning?什么是销售与运作计划?什么是销售与运作计划?第4页/共47页Source:APICS Illustrated DictionaryS&OP links Strategic Planning to OperationsS&OP as part of ERP第5页/共47页业务计划S&OP需求管理主生产计划(MPS)粗能力需求计划(RCCP)最终装配计划(FAS)材料需求计划(MRP)能力需求计划(CPP)采购质量管理生产活动控制(PAC)仓储APSMES数据收集财务通用总帐应收帐款应付帐款固定资产编制预算成本计算业务量成本法数据库BOM工艺路线库存余量未结订单历史数据供应商客户能
9、力测量高层管理计划(长期)业务管理计划(中期)业务管理执行(短期)先进技术EDI电子商务第6页/共47页Sales&OperationsPlanningMaster SchedulingDetailed Planning&SchedulingCAPACITYPLANNINGFORECASTING&DEMANDBusinessPlanningHigh Level Enterprise Resource Planning ModelAnnuallyMonthlyWeeklyDailyStrategicPlanning2-10 YearsForecast OnlyForecast OnlyForec
10、ast OnlyForecast&OrdersOrders OnlyRough-cut Capacity PlanningCapacity Requirements PlanningResource Planning第7页/共47页S&OP粗计划排期粗计划排期详细计划排期详细计划排期能能力力规规划划预预测测与与需需求求业务规划业务规划高级别企业资源计划模型高级别企业资源计划模型年度年度月度月度周周日日战略计划战略计划2-10 年年仅预测仅预测仅预测预测+需求订单仅需求订单粗能力要粗能力要求计划求计划能力能力需求计划需求计划资源计划资源计划第8页/共47页SKU by Customer by L
11、ocationSKU by CustomerStock Keeping Unit(SKU)Package SizeModel/Brand Subfamily FamilyBusinessUnitTotalCompanyS&OP LevelsToo AggregatedToo DetailedForecasts are more accurate higher in the hierarchyActual Demand is collected at the detailed level.S&OP in Product HierarchyS&OP is usually performed at
12、an aggregated level(e.g.Product Family or Group)第9页/共47页根据客户要求与存储地点确定的根据客户要求与存储地点确定的SKU按客户要求确定的按客户要求确定的SKU库存单位库存单位(SKU)包装尺寸包装尺寸型号型号/品牌品牌 产品子族产品子族 产品家族产品家族业务单元业务单元全公司全公司S&OP 级别级别过分聚集过分聚集过分详细过分详细预测数据愈发精确预测数据愈发精确收集来自于客户端的收集来自于客户端的详细信息详细信息.S&OP 在产品层级中的地位在产品层级中的地位S&OP 通常在聚集层面上执行(如产品门类或产品组合)第10页/共47页S&OP
13、is a Five-Step Process:S&OP五步曲五步曲4-5步可以合并为一个会议历史数据生成需求规划检查销售预测与计划供应规划检查产能与效率满足程度、拟定生产计划,设置异常解决方案Pre-S&OP 需求与供应平衡检查实际需求与计划的配合程度,回检财务情况与计划的配合度,回检例外情况的预案,验证以往各个步骤S&OP执行与Pre-S&OP会议的内容相类似,在执行中不断解决问题第11页/共47页The Basic S&OP Grid(S&OP基本表格基本表格):从历史数据中可以得到计从历史数据中可以得到计划与实际达成结果的对照划与实际达成结果的对照Inventory Plan=Plann
14、ed Opening Inventory+Planned Production-Planned SalesActual Inventory =Opening Inventory+Actual Production-Actual Sales第12页/共47页市场/销售产品定义产品需求资金主计划排期业务规划劳动力财务材料运营人力资源工程管理生产能力S&OP ProcessS&OP is a Cross-Functional ProcessS&OP是跨职能的过程是跨职能的过程Must champion the process第13页/共47页 improved customer service提高客
15、户服务水平 reduced inventory降低库存 lower manufacturing&distribution costs降低生产和分销成本 better control of overall business performance很好地控制总体业务 increased team work within and across functions提高跨职能团队的工作效能Benefits of S&OPS&OP的益处的益处If implemented and used effectively,S&OP will yield major benefits to the firm有效实施或
16、应用S&OP,将带来如下效果:第14页/共47页Steps in the S&OP ProcessS&OP实施步骤实施步骤第15页/共47页Step 1:Updating Input Data更新输入数据更新输入数据Results:High Inventory Low Service High Unit Cost Poor DecisionsRemember the GIGO Principle.It takes much effort to ensure accurate&timely data is driving the process.垃圾进,垃圾出。所有必须确保导入系统的数据精确及时
17、;S&OP Planning ProcessDataERROR第16页/共47页Key input data(e.g.inventory,sales,production,KPIs,etc.)should be updated as soon after month-end as feasible.关键数据(如库存、销量、生产量、KPI等)必须在当月结束后尽快更新;Typically,2-3 business days are allowed for this sub-process.Key Performance Indicators(KPIs)for data gathering incl
18、ude:典型地,这一子过程仅可占用2-3个工作日。KPI包括:Accuracy of the data数据的精确性 Timeliness of sharing the data分享数据的时限 How well the data conforms to agreed upon formats数据格式与要求匹配的程度 Step 1:Updating Input Data(Continued)更新输入数更新输入数据(续)据(续)“Take care to get what you like or you will be forced to like what you get.千万要把你喜欢的东西弄到
19、手千万要把你喜欢的东西弄到手,不然你不然你到头自食其到头自食其果!果!”George Bernard Shaw第17页/共47页Step 2:Demand Planning Process Overview需求计划需求计划过程概览过程概览Marketing&Sales are responsible for this step in the S&OP process.The output is used to drive supply planning.市场与销售与此步骤直接相关。其输出将被用于驱动供应计划。The key performance measure for output is a
20、ccuracy and for the process step is meeting timing commitments.本步骤绩效测量点:输出数据的精确性和过程步骤满足时限的要求程度。Review and update forecast回检与更新预测回检与更新预测(Marketing&Sales)Demand Plan制定需求计划制定需求计划InternalDemand内部需求内部需求MarketIntelligence市场调研市场调研Customer Orders客户订单客户订单Sales Forecast销售预测销售预测Inputs输入输入Outputs输出输出Process处置过程
21、处置过程第18页/共47页Step 2:Demand Planning Activities需求计划需求计划相关活动相关活动 Generate new forecast(IT if automated)生成新的预测Marketing/Sales市场/销售:Review new forecast,revise if needed,and approve for updating of S&OP grid回检新的预测,批准S&OP构架的更新 Review previous months forecasting performance and identify root causes for dat
22、a outside tolerance回检以往月份的预测绩效,识别数据超出容差的根因 Provide status for new product introductions 提供新产品导入的情况说明 Document assumptions and risks associated with new forecast将新预测中的假设和风险文档化第19页/共47页Management Overrides Go Here产品系列产品系列Product Family or Group历史历史Step 2:Demand Planning Sample Plan需求计划需求计划计划样本计划样本The
23、final plan is used to update the S&OP Grid and drive supply planning.最终计划用于更新S&OP构架并驱动供应计划第20页/共47页Step 2:Demand Planning Forecastability需求计划需求计划可预测性可预测性The accuracy of the forecast depends heavily on whether or not the forecasting tool is applicable to the history data.One test to determine this is
24、 the Coefficient of Variation(COV).COV=Standard Deviation of Period-to-Period Sales/Average Period Sales.If COV 0.8,conventional forecasting such as moving average should not be used.预测的精度依赖于预测工具是否适应于历史数据。一个测试手段为波动系数(COV)。COV=Standard Deviation of Period-to-Period Sales/Average Period Sales.如果COV0.8
25、,就不能使用移动平均这种的预测工具。第21页/共47页Step 2:Demand Planning Symptoms You Need a Formal S&OP Process需求计划需求计划整定整定S&OP过程过程Shareholder or Owner股东Board of Directors董事会ProfitsRevenue ForecastSales Manager3-Year PlanSales RepresentativeStuff Flows This DirectionActual SalesTop-Down Directives Conflict Significantly
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- 销售 运作 计划 实施 经验 分享
![提示](https://www.taowenge.com/images/bang_tan.gif)
限制150内