SOP銷售和營(yíng)運(yùn)規(guī)劃流程.doc

1、SOP銷售和營(yíng)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(yíng)規(guī)劃流程（ Sales & Operation Planning Process ） 供應(yīng)鏈管理高級(jí)決策工具，是企業(yè)運(yùn)營(yíng)的最高協(xié)調(diào)、平衡和決策系統(tǒng)，是協(xié)調(diào)市場(chǎng)、銷售、生產(chǎn)、采購(gòu)、物流最高效的管理平臺(tái)。S&OP 的規(guī)劃過程涉及企業(yè)經(jīng)營(yíng)和企業(yè)運(yùn)營(yíng)管理的多個(gè)方向的議題， 包括短中長(zhǎng)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(kù)存策略與服務(wù)水平的調(diào)整

2、。通過滾動(dòng)和整合的計(jì)劃方法進(jìn)行市場(chǎng)目標(biāo)、 財(cái)務(wù)目標(biāo)、庫(kù)存目標(biāo)、服務(wù)目標(biāo)和生產(chǎn)目標(biāo)的適時(shí)和合理的調(diào)整，從而提高企業(yè)整體的運(yùn)營(yíng)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(yíng)層面上的各類障礙和制約，解決運(yùn)營(yíng)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(zhǎng)都需要一定的時(shí)間。熟度和有效性得到了企業(yè)的廣泛認(rèn)可，業(yè)應(yīng)對(duì)多變的供應(yīng)鏈環(huán)境具有卓越S&OP 在近期才得以廣泛應(yīng)用和普及的原因，是它的成另一方面則是它的市場(chǎng)導(dǎo)向和動(dòng)態(tài)平衡原理在幫助企的成效。參加對(duì)象：* 供應(yīng)鏈部負(fù)責(zé)人、運(yùn)營(yíng)部負(fù)責(zé)人*

3、 銷售預(yù)測(cè)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(yíng)直接相關(guān)的部門經(jīng)理和主管（生產(chǎn)、采購(gòu)、物流、項(xiàng)目）內(nèi)容大綱：1.對(duì)企業(yè)運(yùn)營(yíng)現(xiàn)狀的分析* 企業(yè)所在的市場(chǎng)和客戶訴求的分析* 有競(jìng)爭(zhēng)力和高效運(yùn)營(yíng)的制造企業(yè)的特征* 識(shí)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(yíng)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(yíng)計(jì)劃 ? 對(duì)銷售和運(yùn)營(yíng)計(jì)劃的錯(cuò)誤理解* 銷售和運(yùn)營(yíng)計(jì)劃過程的目標(biāo)* 多層次的銷售和運(yùn)營(yíng)計(jì)劃* 銷售和運(yùn)營(yíng)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(yíng)計(jì)劃過程步驟的時(shí)間框架* 運(yùn)行 S&OP 系

4、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(dòng)：業(yè)務(wù)回顧和關(guān)注新戰(zhàn)略行動(dòng)* 上期公司層面業(yè)績(jī)的回顧及偏差分析* 來自組織外部和內(nèi)部對(duì)業(yè)務(wù)產(chǎn)生影響的活動(dòng)* 制定新戰(zhàn)略行動(dòng)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(cè)的表現(xiàn) , 分析預(yù)測(cè)與實(shí)際偏差的根本原因* 評(píng)估上期所記錄的驅(qū)動(dòng)需求的假設(shè)* 討論改善的行動(dòng)方案和行動(dòng)計(jì)劃* 更新各類市場(chǎng)、銷售的新行動(dòng)計(jì)劃* 整合市場(chǎng)和銷售計(jì)劃 , 生成不受限制的需求預(yù)測(cè)* 討論并同意 1218 個(gè)月滾動(dòng)的受約束的需求預(yù)測(cè)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(kù)

5、存策略* 整合各資源能力 , 生成初步受制約的銷售和運(yùn)營(yíng)計(jì)劃和資源短缺清單* 分析供應(yīng)的限制、制約和風(fēng)險(xiǎn)* 提供各種可能的選擇機(jī)會(huì)和方案* 預(yù)見中期、長(zhǎng)期的資源需求6.第三步：預(yù)備討論會(huì)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(jí)與取舍決定* 生成經(jīng)評(píng)估的需求預(yù)測(cè)并最終達(dá)成一致* 生成財(cái)務(wù)的預(yù)測(cè)* 高質(zhì)量的信息共享和決策平臺(tái)* 評(píng)估業(yè)績(jī) , 推動(dòng)由外部市場(chǎng)和競(jìng)爭(zhēng)所驅(qū)動(dòng)的內(nèi)部持續(xù)改善* 檢討運(yùn)營(yíng)中存在的障礙、制約、困難和問題, 制定相應(yīng)的改善行動(dòng)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(dòng)變革管理7.第四步： S&OP會(huì)議*

6、 設(shè)定主要業(yè)績(jī)指標(biāo)和績(jī)效評(píng)估* 批準(zhǔn)受限制的需求預(yù)測(cè)* 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(dòng)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(dòng)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* Identi

7、fying 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, partic

8、ipates, the main goals and objectives, inputs and outputs of eachstep 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 anal

9、ysis 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 c

10、ause 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

11、* 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 const

12、rained 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 r

13、econciliation 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 inter

14、nal 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 th