Presentation on theme: "Debrief 2. Debrief after round 2 Strategy in The Fresh Connection –What is your strategy? –How did you translate it into action? –Was everything clear?"— Presentation transcript:
Debrief after round 2 Strategy in The Fresh Connection –What is your strategy? –How did you translate it into action? –Was everything clear? Please give us your reflection in headlines Review team results
Maturity scan: Alignment and collaboration Stage of evolution Characteristics Stage I: React Ad hoc decisions, no connection with business strategy, no specific sequence Stage II: Anticipate Functional organization with each function making separate decisions in its own silo, little or no connection with business strategy Stage III: Collaborate Joint decision making with a rough logical sequence, not formalized or detailed. Limited preparation on trade offs, connected to business strategy Stage IV: Orchestrate Formalized logical sequence of joint decision making based on business strategy. Individual preparation of decisions and trade offs beforehand
What is happening 6-12 months from now?
A typical board meeting: Let’s eavesdrop President: “This shortage situation is terrible. When will we ever get our act together? Whenever business gets good, we run out of product and our customer service is lousy.” VP Operations: “I’ll tell you when. When we get some decent forecasts from Sales and Marketing…” VP Sales (interrupting): “Wait a minute. We forecasted this upturn.” VP Operations: “… in time to do something about it. Yeah, we got the revised forecast – four days after the start of the month. By then it was too late.” VP Sales: “I could have told you months ago. All you had to was ask.” VP Finance: “ I’d like to be in on those conversations. We’ve been burned more than once by building inventories for a business upturn that doesn’t happen. Then we get stuck with tons of inventory and run out of cash.” Source: Thomas F. Wallace, Robert A. Stahl, ‘Sales & Operations Planning’, 3rd ed., 2008
What is causing these type of discussions?
Business Strategy Execution We all mean well, but we get nowhere No ownership, high forecast bias, no identification of gaps between forecast, plan, budget etc… No connection between business strategy and execution
Business Strategy Execution We all mean well, but we get nowhere Where does S&OP fit? No ownership, high forecast bias, no identification of gaps between forecast, plan, budget etc…
What is S&OP? S&OP, at heart, is a very simple idea: 1.make forecasts of what you are going to sell and what you can make (or buy) 2.take actions to balance the equation supply = demand over the whole horizon you have decided you need to look at 3.look at the financial consequences of those actions versus your targets 4.initiate actions to address the difference between the target and the current, balanced forecast
S&OP is business planning in 5 steps… Sales and Ops Planning Meeting Meeting Reconcile with financial plans Supply Reconcile demand and supply Demand From Forecasting to Demand Shaping From Capacity Planning to Supply Network trade offs & design “What if?” Rather than “Yes/No” Getting the right info to make decisions into the last 60 minutes of the process Source: Deep Parekh, Partner, Equus Group, LLC
The process seems simple but some principles are a challenge…. Discussions should be fact-based There must be clear ownership of each element of the process and of the decisions made The operating plan must be formally linked by assumptions to a financial plan There needs to be a formal balancing of demand and supply across a rolling horizon Gaps (vs set targets…) must be recognised and action plans formulated to close them taking into consideration the relevant lead times Trade-offs must be clearly articulated and commercially evaluated
Capability response Postponement Improve transparency: e.g VMI Design for supply. Reuse. Logistics policies Adaptive networks Flexible manufacturing strategies Tie agility strategies to demand shaping Demand Shaping Marketing programs New product introductions Promotions Trade deals Sales incentives Price management Supply shaping/run-out strategies In Practice – it’s a balancing act Source: AMR
S&OP is also about behavior and collaboration “You have done well: you have consistently beaten your forecast.” “You consistently under-forecast; please look into your process.” “Your forecast is well below your target; this is unacceptable.” “What options have you considered already and what can be done more to close the gap.” “This is our bottom up forecast; this is our best outlook based on current plans; there is nothing I can do”. “Our bottom up forecast fell short of target. We are working to improve our Q3/Q4 promotional program.”
Benefits of a well functioning S&OP Improved Customer Service by aligned, anticipated action Simplicity of decision making framework Alignment of actions, incentives in the organisation Visibility of Information Empowerment/Development and motivation of people Clarity on Roles & Responsibilities Ownership of Key Inputs
16 ● Functional silo approach ● Ineffective behaviour ● Fire fighting ● Lots of ad-hoc meetings ● Lots of effort, little reward ● Key decision making forum ● Manage together ● Routine things done routinely ● Issues addressed early – efficient response & anticipation oneconsensusplan Sales: we can sell 200 Marketing: the promotion will sell 400 Marketing: the promotion will sell 400 Manufacturing: they will only sell 150 Finance: we have budget of 300 Source: Red Pepper, Modified E&Y, 1999
Who Brings What to the Table? Marketing Product Development Product Demand Capital MPS and Supplier Constraints Business Plan Workforce Availability Finance Materials Operations Human Resources Engineering General Management Capacity Customer Interface Sales Source: Launchbury, Keith J. Principles of Planning Omeric, 1999
How to translate this to The Fresh Connection Servicelevel Demand pattern Shelflife Supply Chain Operations Purchasing Sales Leadtimes Quality Reliability Trade Unit Capacity Improvements Frequencies Stocklevel Fixed period Strategy Adapted from: Launchbury, Keith J. Principles of Planning Omeric, 1999
Strategy into action Levels in version 2013 ThemeSalesSCMOperationsPurchasing Level 1 Reliability Service level Order deadline Shortage rule Safety stocks # Shifts # Pallet locations # FTE Delivery window Delivery reliability Level 2 Batches and frequencies Shelf life Trade unit Lotsizing in production and purchasing SMED Increase speedTrade unit Level 3 Speed and qualityPayment termsFrozen period Intake time Preventive maintenance Solve breakdowns training Raw materials inspection Supplier selection Payment terms Quality Transport mode
Extensions in version 2013 ThemeSalesSCMOperationsPurchasing Extension a S&OP Promotional pressure Category management Forecasting Production interval tool Resource selectionDual sourcing Extension b External collaboration Promotion horizon VMI Outsourcing warehouse (MCC) Inflate PET VMI Supplier development Extension c CO 2 footprint Sustainabilty CO 2 slaDecrease of water usage Decrease of energy usage Decrease of start up productivity loss Extension d KPIs and targetsKPI selection Extension e Supply chain risk management Risk events Relaunch (horizon) Scenarioplanner Tracking & tracing Quarantine Risk events Pooling warehouse FTE Contract duration Supplier development Dual sourcing Risk events
Decision making sequence sequence SalesOperations Supply chain Purchasing Decision making –Who is involved? –What sequence makes sense?
Decide about portfolio/ customer service Forecasting demand (pattern) Production resources and allocation Production policy (interval / fixed period) Inventory policy finished product (safety stock) Production capacity plan (shifts/projects) Capacity plan outbound warehouse Inventory policy raw mat. (batch size, safety stock) Capacity plan inbound warehouse SalesOperations Supply chain Purchasing The value proposition Supplier selection and agreements Set up a logical sequence of decisions and roles involved for The Fresh Connection