SOP銷售和營運規(guī)劃流程

1. 對企業(yè)運營現(xiàn)狀的分析
企業(yè)所在的市場和客戶訴求的分析
有競爭力和高效運營的制造企業(yè)的特征
識別企業(yè)內部和外部供應鏈、主鏈與輔鏈
企業(yè)運營中的主要困難和問題

2. 介紹集成的業(yè)務協(xié)調、平衡、決策和執(zhí)行過程S&OP
什么是銷售和運營計劃? 對銷售和運營計劃的錯誤理解
銷售和運營計劃過程的目標
多層次的銷售和運營計劃
銷售和運營計劃的過程步驟、各步驟的參與者、主要目的和目標、輸入與輸出
銷售和運營計劃過程步驟的時間框架
運行S&OP系統(tǒng)的先決條件和遵循的規(guī)則
公司最高領導在S&OP中的角色

3. 啟動：業(yè)務回顧和關注新戰(zhàn)略行動
上期公司層面業(yè)績的回顧及偏差分析
來自組織外部和內部對業(yè)務產生影響的活動
制定新戰(zhàn)略行動計劃
調整業(yè)務目標

4. 第一步：需求回顧和規(guī)劃
回顧上期預測的表現(xiàn), 分析預測與實際偏差的根本原因
評估上期所記錄的驅動需求的假設
討論改善的行動方案和行動計劃
更新各類市場、銷售的新行動計劃
整合市場和銷售計劃, 生成不受限制的需求預測
討論并同意12~18個月滾動的受約束的需求預測

5. 第二步：供應回顧和規(guī)劃
回顧上期供應的表現(xiàn)，尋找導致偏差的原因
定期回顧計劃的參數(shù)、供應策略、庫存策略
整合各資源能力, 生成初步受制約的銷售和運營計劃和資源短缺清單
分析供應的限制、制約和風險
提供各種可能的選擇機會和方案
預見中期、長期的資源需求

6. 第三步：預備討論會 Pre - S&OP
整合與協(xié)調需求和供應計劃
討論可行的方案，做出優(yōu)先級與取舍決定
生成經評估的需求預測并最終達成一致
生成財務的預測
高質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動的內部持續(xù)改善
檢討運營中存在的障礙、制約、困難和問題, 制定相應的改善行動計劃
解決部門之間的沖突, 引導跨部門的高效合作
以結果為導向,積極推動變革管理

7. 第四步：S&OP 會議
設定主要業(yè)績指標和績效評估
批準受限制的需求預測
批準Pre-S&OP提交的決策清單, 并解決提交的問題
分享Pre-S&OP 行動計劃的執(zhí)行情況

8. 執(zhí)行
生成最終的主生產計劃
生成各輔鏈的計劃
Pre-S&OP, S&OP 行動計劃的執(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