Day 1

8:30AM to 4:45PM

08:30 – 10:00 am S&OP Overview Sales and Operations Planning – What, Why and How?

• Why S&OP?
• Fragmented Planning Activities - Supply chain challenges –Service, costs and inventories
• Disparities between the Financial forecast and operational forecasts
• Bottom Line challenges from Fragmented Planning
• Benefits of a holistic S&OP Design Core components of SIOP:
• Consensus Demand Planning
• Rough Cut Planning and Supply Collaboration
• Executive Presentation
• Demand-Supply Balancing

10:00am coffee break

10:15 to 12:15pm Demand Forecasting Process

• Introduction to Demand Planning- What, Why and How?
• The Service – Cost – Balance Model
• What to forecast – shipments vs. orders
• Key Terminology – Forecast Horizon, Buckets & Periodicity
• How do you define the Forecasting Level?
• Organization Structure and Culture
• Role of the Demand Forecaster
• Demand Communication
• Demand Collaboration
• What to include in the forecast
• Supporting plan for incremental demand
• Forecast Reconciliation
• Dollarizing the Forecast
• Price vs. Mix
• Agree to Disagree
• Business Unit Lead Presentation and Buy-in

12:15 to 1:15pm – Lunch

1: 15 – 2:30pm S&OP Process Flow

• Designing the Process flow for Monthly SIOP
• Balancing Demand and Supply
• Family Level Balancing
• Excel Examples
• Addressing key item level exceptions
• Excel Examples
• Constrained vs. Unconstrained forecasts
• Demand Management
• S&OP Meetings
• Resolutions
• Recommendations to the Executive Team
• Executive S&OP Meeting

2:30pm Assignment of group case study to participants

3pm Coffee break

Day 1 continued....

3:15 to 4:45pm Rough Cut Capacity Planning and Production Smoothing

• What are the Supply Chain Constraints?
• Short-term Constraints – Schedule, Raw Material Availability
• Long-term Constraint – Capacity
• Rough Cut Capacity Planning
• Family Level Charts for Demand, Production and Inventory
• Supply Resource availability
• Identify and review Supply Chain constraints
• Capacity issues – Resolutions and Recommendations
• Production Smoothing
• Material/Supplier Sourcing Issues
• Over-all Process flow for Supply Collaboration

Day 2

8:15AM to 5:00PM

8:15am Review of Day One

8:30 to 10:15am Review of Supply Chain Metrics and the S&OP Score-card

• Balancing the Value Chain through Holistic Metrics
• Customer Service Metrics
• Decomposition of Service Failure
• Demand Metrics
• WAPE
• Forecast Bias
• SKU-Mix Error
Inventory Metrics
• Days on Hand
• Average Inventory Dollars
• Turns
Plant and Supplier Metrics
• Schedule Adherence
• Lead Time Adherence and Lead time Variance
• The S&OP Score-card

10:15am coffee break

10:30 to 12:15pm Executive S&OP

• Preparing for the Executive S&OP
• Review GAPs between the financial plan and the Constrained demand forecast
• Evaluating Risk and Opportunities to the Corporate Plan
  
• Summary of issues and resolutions for presentation to executive S&OP
• Changes to Long-term Assessment of the Business
• Executive S&OP Directives

12:15 to 1: 15pm – Lunch

1: 15 – 2:30pm Implementing Sales and Operations Planning – our five step approach
In this session, we will review the steps in mapping and implementation of a formal S&OP process. We will outline the challenges in bringing all the stakeholders together, to get buy-in on the consensus format, meeting methodology and willingness to be measured using a shared metrics process.

• Define the problem and the S&OP Business Opportunity for the company
• Review the process for Sponsor support and approval, and Stakeholder education and buy-in
• Meeting Sequence and Methodology
• Illustration of Meeting templates
• Define consensus and how consensus is achieved
• Review of enabling technology.

2:30-2:45pm Coffee Break

2:45-4:30pm Case Presentations

4:30pm-End of Day Feedback