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World Class Sales and Operations Planning A Guide to Successful Implementation and Robust Execution

ISBN-10: 1932159533

ISBN-13: 9781932159530

Edition: 2006

Authors: Donald H. Sheldon

List price: $49.95
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Book details

List price: $49.95
Copyright year: 2006
Publisher: J. Ross Publishing, Incorporated
Publication date: 9/1/2006
Binding: Hardcover
Pages: 240
Size: 6.25" wide x 9.25" long x 0.75" tall
Weight: 0.968
Language: English

Preface
About the Author
Acknowledgments
Web Added Value
Understanding Sales and Operations Planning
What Is the S&OP Process in Simple Terms?
The History of S&OP
Balancing the Needs of the Business
ERP at the Center of S&OP
Summary of the Roles of Players in the S&OP
Timetables for the S&OP
Decisions That Might Be Made at the S&OP
What Types of Businesses Require an S&OP Process?
What Investments Are Needed for the Implementation of an S&OP Process?
What Tools or Resources Are Needed?
Who Drives the S&OP Process?
Why Is the S&OP Process Important?
Top-Management Efficiency
Planning Discipline
Keeping the Business Objectives on Track
Payback on Investment
Top Managers Always Return to the Process
Why Specifically Do Top Managers Go for It?
The Short List of Benefits
Big-Company Impact
Small-Company Impact
Inventory Management
Business Planning Behind the S&OP Process
Business Imperatives
Top-Level Management Systems
Building the Right Business Plan
Financial Objectives Planning
Internal Business Process
Learning and Growth
Customer Influences on Business Imperative Choices
Supply Chain Influences on Business Imperative Choices
Technology Affecting Business Imperative Decisions
How Many Business Imperatives Are Required?
Linking the Financial Plans with the S&OP Process
Product Planning in High-Performance ERP
S&OP Measurements for Business Planning
Talent Review
Process Ownership of the Business Plan
Summary of High-Performance Business Planning in Preparation for the S&OP Process
Creating the Demand Plan
Business Planning as an Input to Demand Planning
Marketing Plans as an Input to Demand Planning
Sales Planning as a Demand Planning Input
Historical Inputs to the Demand Planning Process
Understanding the Outputs of Demand Planning
The Weekly Demand Review
Agenda for the Weekly Demand Review Meeting
Attendees of the Weekly Demand Review Meeting
Process Ownership in the Demand Plan
The Measurement Process for Demand Plan Accuracy
Blanket Orders as They Apply to the Measurement
Operations Planning for the S&OP Process
Inventory Strategy
Product Families
Elements of Operations Planning
Rough-Cut Capacity Planning
Supply Chain Capacity
Detailed Resource Planning
Detailed Resource Planning-Manpower
Detailed Resource Planning-Skill Sets
Detailed Resource Planning-Machinery
Objectives Planning in Support of the Business Plan
Operations' Part in the S&OP Process
Process Ownership in Operations Planning
Operations Planning Measurement
The S&OP Meeting Structure
S&OP Standard Agenda
S&OP Process Meeting Attendees
When Does the S&OP Meeting Happen?
What Happens If Top Management Is Unwilling to Preset Schedules?
S&OP Tools for High Performance
Displaying the S&OP for Top-Management Review
Other Views That Can Be Very Helpful
Class A ERP and Associated Metrics
Other Measures
Roles in the S&OP Process
Participants in the S&OP and Their Roles in Larger Multiplant Environments
Participants in the S&OP in Smaller Businesses
Roles in the S&OP Meeting
Duties of Each Process Owner in the Monthly S&OP Meeting
President/CEO
Vice President of Finance/CFO
Vice President of Sales and/or Marketing
Vice President of Operations
Master Scheduler
Vice President of Engineering
Other Possible Attendees' S&OP Meeting Duties
President's Administrative Assistant
Demand Manager
Product Managers
When Is the Plant Manager the Leading Role in the S&OP?
The Role of the Project Manager in the Development of the S&OP Initially
The Role of an Outside Consultant in Implementing an S&OP Process
The Team Role
Connecting Suppliers to the S&OP Process
What Would Be Shared with the Supply Chain?
Why Develop Partnerships with Suppliers?
Selecting Suppliers for Partnerships and S&OP Sharing
Implementing Supplier S&OP Partnerships
Aligning the S&OP Processes
Information Sharing
Supplier Performance Ratings and Certification
Caution Required
A Few Words about the Integration of Lean and Six Sigma Principles in Procurement
Process Ownership
Class A ERP or High-Performance ERP Metrics in Procurement
What Metrics Would Make Sense in This Information Chain?
How Do Companies Initiate This Supply Chain Information Linkage?
Outcomes from Supply Chain S&OP Linkage
Which Suppliers Do You Choose?
Getting It Right: Evaluating Risks and Metrics Used
Make Sure the Metrics Are Visible
History Before the 12-Month Horizon Forecast Accuracy
Review Scrutiny
Who Prepares This Extra Data?
Extra Metrics and Risk Observations in the Normal S&OP Process
Connecting the S&OP Process to Customers
The S&OP Process in Service Industries
Types of Service Organizations and Applicability to the S&OP Process
The Difference in a Service Organization
Implementing the S&OP Process
Steps for Successful Implementation
Education of All Parties
Establishment of Goals and Vision
Organization Structure for Change
Measurements and Data Collection
Accountability and Management Systems
Documentation
Training for Sustainability
Ratcheting the Goals When Appropriate
Closing
S&OP Check Sheet for Excellence
When and How to Celebrate Success in the S&OP Process
Glossary of Terms
Index