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