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Bringing the Daloon Planning Processes and the organisation together.

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Presentation on theme: "Bringing the Daloon Planning Processes and the organisation together."— Presentation transcript:

1 Bringing the Daloon Planning Processes and the organisation together

2 Agenda Welcome Agenda History Planning Process Why Sales Forecast? Sales Forecast Subprocess Break down of Sakes Forecast Comparison of Sales Forecast Requirements Planning Production & Mat. Planning Process Key Performance Indicators (measurement figures) Minimum Criteria –Minimum sales order size –Minimum annual sale –Minimum/maximum strategy Future Meetings

3 Daloon A/S Planning Process

4 Why Sales Forecast Integrate Commercial and Supply Chain Activities into one common and market oriented planning process Three levels: TimingPurpose Strategic Long Range 5 – 5 years Business plan Sourcing plan Capacity plan Investment plan Service costs levels Tactical Medium Range 1 year 12 months rolling Annual budget Capacity utilisation Shift planning Cost (prod. And SC) Stock level (cash flow) Material prognoses Key figures and KPI Standard cost prices Operational Short Range 12 months rolling 3 months broken down to weeks 3 month optimization of operations Purchasing/matr. mgmt., suppliers WHS management int./ext. Distribution system Customer service level Stock levels Delivery reliability

5 Why Sales Forecast Key Enablers –Sales Forecast (accuracy) –Stock Level (agreed) –Operational (reliability)Organisation –Supply Chain (reliability)+ IT support systems

6 Objectives By integrating Commercial and Supply Chain activities into one joint planning process, we will be able to deliver –High, consistent level of customer service (internally and externally) –High, consistent quality (product and services) –Improved stock control (finished goods and raw materials/packaging) –Lowest possible and competitive level of costs –Significantly improved lead time for both new and existing products ’Time to Market’

7 Why Sales Forecast End customer service Right product –In the right qualities –In the right condition –At the right place –At the right time To streamline Daloon’s operations and to optimise its business performance

8 What is Sales Forecast used for? To calculate the resources demand in Supply Chain – this applies to: –Production capacity Internal Daloon Sub-contracting Suppliers –Material stock Raw materials Semi-finished goods Finished goods –Human resources

9 What is Sales Forecast used for? To reduce stock level –Raw materials including packing materials To create the best possible basis for –Negotiations of labour agreements –Information to our employees –Purchasing of third party logistic services –Purchasing agreement with suppliers

10 Long Range Planning Long Range Business Review, 3 -5 years Strategic level

11 Medium Range Planning 12 Month Rolling Sales Forecast Tactic level

12 Short Range Planning Weekly Split Forecast and Actual Demand Operational level

13 Daloon Planning Process Significant changes DisappearsIs added The use of several IT systems Heavy’ spread sheets Heavy’ process in Sales Missing/unclear objective, process and structure Missing/unclear policies, rules and KPI Aspect4 integrated system New concept with: Clear Process Agreed rules of play and KPI’s Meeting structure Time tables Responsibility and casting

14 Sales Forecast Process Customer Services receive and consolidate sales forecasts from Sales & Marketing Sales forecasts are covering the coming 12 months Sales forecasts are specified per SKU per month Customer Services calculate delivery demand per SKU per production period

15 The Rolling Sales Forecast Process

16 Splitting the Sales Forecast

17 Comparison of Sales Forecast Sales Budget Current Sales Forecast Previous Sales Forecast Deviation in % Actual Sales

18 Planning Process

19 Forecast Process

20 Calculating Delivery Demand

21 The Rolling Planning Process

22 The Rolling Planning Process Flow & Usage of Information

23 Measuring the Supply Chain of Daloon A/S Key Performance Indicators Getting started Elementer:  asiatiske fødevarer  convenience/nem mad  forbrugere/målgrupper  smag  Daloon (mærke)  distribution detail og catering

24 Elementer:  asiatiske fødevarer  convenience/nem mad  forbrugere/målgrupper  smag  Daloon (mærke)  distribution detail og catering Why should we measure ?  Insight & Transparency  Benchmarking & Progrees to date  Management Parameters

25 What makes/defines a Supply Chain "Best in class" ?  Delivery Reliability  Flexibility  Responsiveness  Cost efficiency  Pro-activity  Others ???

26 Elementer:  asiatiske fødevarer  convenience/nem mad  forbrugere/målgrupper  smag  Daloon (mærke)  distribution detail og catering Performance Measurements  What is important for you, when you evaluate your Supply Chain as a part of the total business?

27 Elementer:  asiatiske fødevarer  convenience/nem mad  forbrugere/målgrupper  smag  Daloon (mærke)  distribution detail og catering Performance Measurements  What would you like to know in order to better manage - or help managing - your Supply Chain?

28 Elementer:  asiatiske fødevarer  convenience/nem mad  forbrugere/målgrupper  smag  Daloon (mærke)  distribution detail og catering Principels for measuring  Always measure with a purpose(why)  Always define a target to go for(what's good)  Deviation causes Action !(who & when)

29 Elementer:  asiatiske fødevarer  convenience/nem mad  forbrugere/målgrupper  smag  Daloon (mærke)  distribution detail og catering Proposal for areas to measure  Delivery Reliability  Information Ability  Information Reliability (quality)  Cost drivers (e.g. stock levels)  Others ???

30 NEW PRODUCT DEVELOPMENT MINIMUM CRITERIA

31 NEW PRODUCT DEVELOPMENT GUIDE LINE Order Lot Size - Make To Order - Annual sales - Make To Stock - Customer obligations regarding non stockable rawmaterial & packaging Minimum stock turnover time of 4 for all raw - & packaging material Gross profit margin (DKK) ?? Gross profit margin % ?? Max. investment approval for NPD Group: € , -

32 NEW PRODUCT DEVELOPMENT GUIDE LINE ANNUAL MINIMUM SALES: ROLLS < 90 G:6 x KG. FILLING ROLLS ≥ 90 G:6 x KG. FILLING MICRO OWEN – 125 G:6 x 16 HOURS OF PRODUCTION SOUFFLEES6 x 4 HOURS OF PRODUCTION QUICHE6 x 4 HOURS OF PRODUCTION ANNUAL TARGET SALES: ROLLS:6 x 8 HOURS OF PRODUCTION ON 1 LINE SOUFFLEES6 x 8 HOURS OF PRODUCTION QUICHE6 x 8 HOURS OF PRODUCTION MIN. SALES ORDER SIZE: ROLLS < 90 G:1.200 KG. FILLING ROLLS ≥ 90 G:2.400 KG. FILLING MICRO OWEN – 125 G:1 x 16 HOURS OF PRODUCTION (2 MACH.) SOUFFLEES400 KG. FILLING QUICHE 400 KG. FILLING

33 NEW PRODUCT DEVELOPMENT GUIDE LINE TYPE OF PRODUCT MINI ROLLS – 20 G SAMOSAS – 30 G CHOPSTICKS – 40 G ROLLS – 50 G ROLLS – 60 G ROLLS – 90 G ROLLS – 100 G ROLLS – 125 G ROLLS – 150 G ROLLS – 200 G MICROWAVE – 125 G SOUFFLEER – 70 G SOUFFLEER – 175 G GRATINER – 450 G GRATINER – G QUICHE – G MINIMUM pcs pcs pcs pcs pcs pcs pcs pcs pcs pcs pcs pcs pcs pcs pcs pcs. TARGET pcs pcs pcs pcs pcs pcs pcs pcs pcs pcs pcs pcs pcs. MIN. SALES ORDER pcs pcs pcs pcs pcs pcs pcs pcs pcs pcs pcs pcs pcs pcs pcs pcs. ANNUAL SALES – MAKE TO STOCKMAKE TO ORDER

34 NEW PRODUCT DEVELOPMENT GUIDE LINE MINIMUM / MAXIMUM STOCK MAKE TO STOCK: MINIMUM:3 WEEK OF SALES FORECAST MAXIMUM:8 WEEKS OF SALES FORECAST OR BASED ON DALOONS SERVICE LEVEL TO CUSTOMER MAKE TO ORDER: STOCK LEVEL ZERO Stock Replenishment Leadtime is 2 weeks

35 AGENDA SALES FORECAST MEETING Sales Forecast Previous SFC. Actual sales & budget. Promotion & events. New Product Development SFC for new products – New ”start – up forms” Outlistnings. Change over off products. List of ”Best Before Date” and related action – Blocked Stock v. FIFO Make To Stock Deviation from min. – max. stock. Make To Order

36 NEW PRODUCT DEVELOPMENT MINIMUM CRITERIA


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