SOP銷售和營運(yùn)規(guī)劃流程.doc

SOP銷售和營運(yùn)規(guī)劃流程Sales & Operation Planning ProcessDuration: 2 DaysPrice: 5250 YuanAugOct17-18(SH)26-27(SH)課程意義：銷售與運(yùn)營規(guī)劃流程（Sales & Operation Planning Process）供應(yīng)鏈管理高級決策工具，是企業(yè)運(yùn)營的最高協(xié)調(diào)、平衡和決策系統(tǒng)，是協(xié)調(diào)市場、銷售、生產(chǎn)、采購、物流最高效的管理平臺。S&OP的規(guī)劃過程涉及企業(yè)經(jīng)營和企業(yè)運(yùn)營管理的多個方向的議題，包括短中長期業(yè)務(wù)計(jì)劃的制定，需求與供應(yīng)的平衡，訂單履行策略的實(shí)施，供應(yīng)策略的選擇，庫存策略與服務(wù)水平的調(diào)整。通過滾動和整合的計(jì)劃方法進(jìn)行市場目標(biāo)、財(cái)務(wù)目標(biāo)、庫存目標(biāo)、服務(wù)目標(biāo)和生產(chǎn)目標(biāo)的適時和合理的調(diào)整，從而提高企業(yè)整體的運(yùn)營效率。S&OP的實(shí)施，使企業(yè)站在戰(zhàn)略和管理層面從根源上去除企業(yè)運(yùn)營層面上的各類障礙和制約，解決運(yùn)營層面存在的困難和問題，實(shí)現(xiàn)精準(zhǔn)、靈活、經(jīng)濟(jì)的供應(yīng)。S&OP已經(jīng)過了20多年的實(shí)踐，運(yùn)用企業(yè)還是以合資或外資為主，因?yàn)橛^念的轉(zhuǎn)換和專業(yè)人員的成長都需要一定的時間。S&OP在近期才得以廣泛應(yīng)用和普及的原因，是它的成熟度和有效性得到了企業(yè)的廣泛認(rèn)可，另一方面則是它的市場導(dǎo)向和動態(tài)平衡原理在幫助企業(yè)應(yīng)對多變的供應(yīng)鏈環(huán)境具有卓越 的成效。參加對象：* 供應(yīng)鏈部負(fù)責(zé)人、運(yùn)營部負(fù)責(zé)人* 銷售預(yù)測經(jīng)理、需求計(jì)劃經(jīng)理、供應(yīng)計(jì)劃經(jīng)理（主計(jì)劃、物料計(jì)劃、生產(chǎn)計(jì)劃）* 與運(yùn)營直接相關(guān)的部門經(jīng)理和主管（生產(chǎn)、采購、物流、項(xiàng)目）內(nèi)容大綱：1.對企業(yè)運(yùn)營現(xiàn)狀的分析* 企業(yè)所在的市場和客戶訴求的分析* 有競爭力和高效運(yùn)營的制造企業(yè)的特征* 識別企業(yè)內(nèi)部和外部供應(yīng)鏈、主鏈與輔鏈* 企業(yè)運(yùn)營中的主要困難和問題2.介紹集成的業(yè)務(wù)協(xié)調(diào)、平衡、決策和執(zhí)行過程S&OP* 什么是銷售和運(yùn)營計(jì)劃? 對銷售和運(yùn)營計(jì)劃的錯誤理解* 銷售和運(yùn)營計(jì)劃過程的目標(biāo)* 多層次的銷售和運(yùn)營計(jì)劃* 銷售和運(yùn)營計(jì)劃的過程步驟、各步驟的參與者、主要目的和目標(biāo)、輸入與輸出* 銷售和運(yùn)營計(jì)劃過程步驟的時間框架* 運(yùn)行S&OP系統(tǒng)的先決條件和遵循的規(guī)則* 公司最高領(lǐng)導(dǎo)在S&OP中的角色3.啟動：業(yè)務(wù)回顧和關(guān)注新戰(zhàn)略行動* 上期公司層面業(yè)績的回顧及偏差分析* 來自組織外部和內(nèi)部對業(yè)務(wù)產(chǎn)生影響的活動* 制定新戰(zhàn)略行動計(jì)劃* 調(diào)整業(yè)務(wù)目標(biāo)4.第一步：需求回顧和規(guī)劃* 回顧上期預(yù)測的表現(xiàn), 分析預(yù)測與實(shí)際偏差的根本原因* 評估上期所記錄的驅(qū)動需求的假設(shè)* 討論改善的行動方案和行動計(jì)劃* 更新各類市場、銷售的新行動計(jì)劃* 整合市場和銷售計(jì)劃, 生成不受限制的需求預(yù)測* 討論并同意1218個月滾動的受約束的需求預(yù)測5.第二步：供應(yīng)回顧和規(guī)劃* 回顧上期供應(yīng)的表現(xiàn)，尋找導(dǎo)致偏差的原因* 定期回顧計(jì)劃的參數(shù)、供應(yīng)策略、庫存策略* 整合各資源能力, 生成初步受制約的銷售和運(yùn)營計(jì)劃和資源短缺清單* 分析供應(yīng)的限制、制約和風(fēng)險* 提供各種可能的選擇機(jī)會和方案* 預(yù)見中期、長期的資源需求6.第三步：預(yù)備討論會 Pre - S&OP* 整合與協(xié)調(diào)需求和供應(yīng)計(jì)劃* 討論可行的方案，做出優(yōu)先級與取舍決定* 生成經(jīng)評估的需求預(yù)測并最終達(dá)成一致* 生成財(cái)務(wù)的預(yù)測* 高質(zhì)量的信息共享和決策平臺* 評估業(yè)績, 推動由外部市場和競爭所驅(qū)動的內(nèi)部持續(xù)改善* 檢討運(yùn)營中存在的障礙、制約、困難和問題, 制定相應(yīng)的改善行動計(jì)劃* 解決部門之間的沖突, 引導(dǎo)跨部門的高效合作* 以結(jié)果為導(dǎo)向,積極推動變革管理7.第四步：S&OP 會議* 設(shè)定主要業(yè)績指標(biāo)和績效評估* 批準(zhǔn)受限制的需求預(yù)測* 批準(zhǔn)Pre-S&OP提交的決策清單, 并解決提交的問題* 分享Pre-S&OP 行動計(jì)劃的執(zhí)行情況8.執(zhí)行* 生成最終的主生產(chǎn)計(jì)劃* 生成各輔鏈的計(jì)劃* Pre-S&OP, S&OP 行動計(jì)劃的執(zhí)行Program Outline：1. Status quo analysis of business operation* Understanding the market and customer requirements* Character of the effective manufacturing company* Identifying internal supply chain, external supply chain and its sub - chains* Major difficulties and issues in business operations2. 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* Principles and guidelines of running S&OP process* The role of top management in S&OP process3. Start: business review & new activity* Business performance review at company level and analysis deviations* Impact to business operation from internal & external activities* Developing new activity plan (NPD, new client, new price strategy)* Adjustment of business goal (budget or LE / EFY)4. 1st step: demand review* Reviewing last period demand accuracy performance, discovering the root cause of the deviations* Assessing recorded demand assumptions* Proposing improvement solutions and recording the actions* Updating new activity plan of marketing and sales* Generating unconstrained demand forecast by integrating market activity plan, NPD forecast, sales forecast, statistics forecast* Discussing and agreeing on the 1218 month rolling unconstrained demand forecast5. 2nd step: supply review* Reviewing last period supply performance and discovering the root cause of the deviations* Regularly reviewing planning parameters, supply strategy, inventory strategy* Generating rough constrained sales & operation plan and resource short list by integrating all relevant input resources* Analysis of supply limits, constrains and risks* Proposing all possible options and solutions* Predicting mid - term, long - term resource requirements6. 3rd step: pre - S&OP meeting* Integration and reconciliation of S&OP* Discussing viable solutions, deciding to make a priority and trade - offs* Generating evaluated demand forecast and reaching agreement* Generating financial projections* A high quality platform for information sharing and decision making* Assessing performance, promoting internal continuous improvement which driven by external market and competition* Reviewing existing obstacles, constraints and difficulties, and developing appropriate improvement action plan* Resolving conflicts between departments to guide the efficient inter - departmental cooperation* Results - oriented, and actively promoting change management7. 4th step: S&OP meeting* Setting key performance indicators and performance evaluation* Approving the constrained demand forecast* Approving the