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AG Barr Meas 1 © The Delos Partnership 2003 Measures Encouraging the right behaviours
AG Barr Meas 2 © The Delos Partnership 2003 Tell me how you will measure me and I will tell you how I will behave Measure me irrationally and I will behave irrationally Behaviour issue
AG Barr Meas 3 © The Delos Partnership 2003 Forecast Accuracy Definition Purpose Horizon Source of Information Percent of items within a tolerance Assess the degree of flexibility required by the supply side and to improve the process Cumulative lead time (= purchasing plus manufacturing LT) Forecasting module Sales module
AG Barr Meas 4 © The Delos Partnership 2003 Forecast Accuracy Report – by Tolerance Forecast Accuracy = 3/7 = 42 %
AG Barr Meas 5 © The Delos Partnership 2003 Forecast Accuracy Report - MAD GroupProductForecastActualError% Error Product Group A Product Product Product Total % Product Group B Product Product Product Product Total %
AG Barr Meas 6 © The Delos Partnership 2003 Forecast Accuracy Above Target
AG Barr Meas 7 © The Delos Partnership 2003 Measure the bias in Forecasts Bias is the biggest cause of either inventory or shortages Bias also causes mistrust
AG Barr Meas 8 © The Delos Partnership 2003 Forecast Quality and Bias Graph Forecasts to display Bias Bias
AG Barr Meas 9 © The Delos Partnership 2003 What to Do With the Measure Improve sales planning Improve links to customers Look at product range Review safety stocking strategy Review capacity strategy Review where to stock product
AG Barr Meas 10 © The Delos Partnership 2003 Customer Service Customer service requires measurement of a number of different factors, e.g. –On time in full –Number of complaints –Time to process enquiries and orders –Quality of deliveries - right first time
AG Barr Meas 11 © The Delos Partnership 2003 Customer Service Definition Purpose Horizon Source of Information Number of orders delivered to required date to customers premises Flexibility required to meet customer needs MTS - none MTO - product lead time Sales order entry
AG Barr Meas 12 © The Delos Partnership 2003 Customer Service Report - Against Request Date Customer Service = 2/6 = 33 %
AG Barr Meas 13 © The Delos Partnership 2003 Customer Service Report – Against Promise Date Customer Service = 6/6 =100 %
AG Barr Meas 14 © The Delos Partnership 2003 What to Do With the Measure Review promising process Review service agreements Review supply chain Look at inventory policy Review customer profile/desires Review distribution chain Review transportation policy Review manufacturing strategy Talk through with the customer
AG Barr Meas 15 © The Delos Partnership 2003 Sales Forecasting and Demand Management 1.Sales Forecasts will always be wrong 2.A Good process will help communicate the assumptions 3.Demand Management will help to lessen the effect 4.Measures will help identify where the process is wrong The fact that a forecast is wrong is no excuse for not trying to make it more accurate – Sales and marketing director
1 © The Delos Partnership 2003 Demand Planning Introduction.
1 © The Delos Partnership 2003 Performance Measurement Changing Behaviours by changing measures.
1 © The Delos Partnership 2004 Detailed Performance Measures How to define the core measures.
1 © The Delos Partnership 2003 Key Enterprise Planning Processes Customer Relationship Management Supply Management Innovation Management.
AG Barr Proc 1 © The Delos Partnership 2003 Sales Forecasting and Demand Management The process.
Syn Lean and Agile 1 © The Delos Partnership 2005 Lean and Agile Applying the ideas to the Demand side.
1 © The Delos Partnership 2005 Sales Forecasting and Demand Management The Ideal process.
© The Delos Partnership 2007 page 1 Creating the visibility to manage the crisis Developing a proper Demand Planning and Management process.
Lean and Agile 1 © The Delos Partnership 2004 Lean and Agile Applying the ideas to the Demand side.
1 © The Delos Partnership 2004 Link to Organisation Responsibilities in a process based culture.
Test B, 100 Subtraction Facts
Oriflame Purchasing Management Workshop Module 4 – Project Team Development Oriflame Vision & Strategy Supplier Interfaces The Business Model Supply Vision.
Team Development Slide 1 © The Delos Partnership 2005 Supplier Relationship Management Module 4 – Project Team Development Vision & Strategy Supplier Interfaces.
5.9 + = 10 a)3.6 b)4.1 c)5.3 Question 1: Good Answer!! Well Done!! = 10 Question 1:
1 © The Delos Partnership 2003 Sales Forecasting and Demand Management Introduction.
MIS Topic # 2 1 Demand Management. MIS Topic # 2 2 Definitions: Demand Management: the function of recognizing and managing all demands for.
Operational Excellence Demand Management and Master Scheduling.
M.B.A. II SEMESTER Course No. 208 Paper No. – XVI E-Business Dr.N.C.Dhande Unit IV Integrating supply chain management process: Definitions, components.
Operational Excellence Integrated Enterprise Planning - one set of numbers.
SCT Demand © The Delos Partnership 2007 page 1 Supply Chain Techniques Principles of Demand Planning.
Vas SCT Model 1 © The Delos Partnership 2004 Supply Chain Techniques Choices to be made when deciding how to plan.
Independent Demand Inventory Systems 1. Inventory Inventory: a store of goods held for future use Types of inventory: raw materials, work-in- process,
SCT Paramters 1© The Delos Partnership 2005 Supply Chain Techniques The parameters.
Lean and Agile Vision 1 © The Delos Partnership 2003 Vision and Strategy Setting the Framework.
© The Delos Partnership 2003 Learning how the supply chain works - using Toy Bricks ! The Supply Chain Exercise.
DOM 301 : Operations Management Practice Master Production Schedule Materials Requirement Planning Manufacturing Resource Planning By; Munyao Mulwa.
Supply chain Evolution How to successfully outsource – partnership not antagonism © The Delos Partnership 2008 page 1.
Demand and Supply Management Planning out the processes.
© The Delos Partnership 2006 page 1 Supply Chain Techniques Choices to be made when deciding how to plan.
MBPF1 Managing Business Process Flows: Supply Chain Management Module Managing the Supply Chain Economies of Scale (Chapter 6) Managing Flow Variability:
1 © The Delos Partnership 2004 Rewards and recognition Making sure that people are accountable for the measures.
McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 4 Supply Contracts.
3-1Forecasting McGraw-Hill/Irwin FORECAST: A statement about the future value of a variable of interest such as resource requirements, capacity planning,
DebriefS&OP. S&OP in The Fresh Connection –How did you design your process? –Did it improve efficiency and/or effectivity? Please give us your reflection.
Slide 1 Insert your own content. Slide 2 Insert your own content.
Sven Eppert and Thomas Kapfhamer 26 May 2003 Warsaw School of Economics International Logistics Prof Krzysztof Rutkowski CPFR - the new edge in logistics.
Addition Facts = = =
Process 1© The Delos Partnership 2005 Integrated Enterprise Leadership Process Steps.
© Delos Partnership All rights reserved. Sales and Operations Planning Flexible Dynamic Lean Business Planning.
1 © The Delos Partnership 2004 Performance Measures Linking to the corporate goals.
Supply Chain Logistics Management Chapter 10: Inventory Management.
© The Delos Partnership 2005 Process Owners and their role Application to the Delos Model.
1 Facility Location Decisions Classifying location decisions Driving force (critical factor - traffic, labor rates, emergency facilities, obnoxious facilities)
© The Delos Partnership 2007 page 1 Supply Chain Techniques Optimizing the parameters.
E-Commerce and Supply Chain Management (SCM) Chapter 4.
Sales&OperationsPlanning. What is happening 6-12 months from now?
Master Data for SCM (1) Master Data in Demand Planning & Fulfillment Processes EGN 5346 Logistics Engineering (MSEM, Professional) Fall, 2013.
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