SOP銷售和營(yíng)運(yùn)規(guī)劃流程

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12~18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
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


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 operations

2. 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 process

3. 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 12~18 month rolling unconstrained demand forecast

5. 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 requirements

6. 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 management

7. 4th step: S&OP meeting
Setting key performance indicators and performance evaluation
Approving the constrained demand forecast
Approving the decisions list submitted Pre - SOP and solving the issues submitted by Pre - S&OP
Sharing the performance of Pre - S&OP actions

8. Implementation
Generating MPS
Generating functional plan
Execution of Pre - S&OP, S&OP actions