SOP销售与运作计划实施经验分享

1、销售与运作计划管理BASF20年学习经验分享Alan L.Milliken CFPIM CIRM CSCP 20+years at major manufacturing sites working in Production,Logistics,Process&Quality Control,Industrial Engineering,Training,and Scheduling20年以上专业制造场所从事生产，物流，流程和质量控制，工业工程，培训，和调度工作 11+years as a Supply Chain Consultant and APICS Instructor including two years in Mexico City helping BASF Mexicana improve their supply chain11年以上供应链顾问和APICS讲师，包括在墨西哥巴斯夫的两年，帮助其提高供应链管理水平 Identified by an independent consulting firm as one of three APICS members who

2、 best answer the question,“What is a Supply Chain Manager?”由一个独立的咨询公司确定为三个APICS成员之一，并最好地回答了“供应链管理是什么？“这个问题。Served as an SME(Subject Matter Expert)on the team that developed the new Certified Supply Chain Professional(CSCP)program.作为项目专家在团队中开发新的CSCP（认证供应链专家）项目。Served as an SME on the team that developed the new Certified Forecasting Professional(CFP)for the Institute of Business Forecasting(IBF)作为项目专家为商业预测研究所（IBF）开发了新的认证预测师（CFP）项目 Engineering Degree from Auburn University and MBA from Clemson Uni

3、versityAuburn大学工程学学位，Clemson大学MBAObjectives of the Presentation目标 Define formal Sales&Operations Planning(S&OP)销售与运作计划定义 Describe the primary steps in the formal S&OP Process and explain the purpose of each描述标准S&OP的实施步骤，并对每个步骤进行解释说明 Relate the inputs and outputs of each step in the process每一步骤相关的输入与输出 Identify the participants in and responsibilities for each primary step为每个主要步骤识别主责和参与者 Discuss Key Performance Indicators(KPIs)for each step in the process讨论每个步骤的关键绩效指标（KPIs）S&OP Process OverviewS&

4、OP过程概述S&OP is the process with which we bring together all the plans for the business(customers,sales,marketing,development,manufacturing,sourcing,and financial)into one integrated set of plans.S&OP是将所有业务计划（客户、销售、市场、开发、生产、资源以及财务）集成在一起的计是将所有业务计划（客户、销售、市场、开发、生产、资源以及财务）集成在一起的计划集。划集。The objective of Sales&Operations Planning is to arrive at a business“Game Plan”to help manage and allocate critical resources to meet the needs of the customer at the least cost to do so.S&OP的目标是帮助管理和分配关键资源，在成本最低的条件下满足客

5、户的要求，是一套业务的目标是帮助管理和分配关键资源，在成本最低的条件下满足客户的要求，是一套业务“游戏计划游戏计划”。What is formal Sales&Operations Planning?什么是销售与运作计划？什么是销售与运作计划？Source:APICS Illustrated DictionaryS&OP links Strategic Planning to OperationsS&OP as part of ERP业务计划S&OP需求管理主生产计划（MPS）粗能力需求计划（RCCP）最终装配计划（FAS）材料需求计划（MRP）能力需求计划（CPP）采购质量管理生产活动控制（PAC）仓储APSMES数据收集财务通用总帐应收帐款应付帐款固定资产编制预算成本计算业务量成本法数据库BOM工艺路线库存余量未结订单历史数据供应商客户能力测量高层管理计划（长期）业务管理计划（中期）业务管理执行（短期）先进技术EDI电子商务Sales&OperationsPlanningMaster SchedulingDetailed Planning&SchedulingCAPACITYPLA

6、NNINGFORECASTING&DEMANDBusinessPlanningHigh Level Enterprise Resource Planning ModelAnnuallyMonthlyWeeklyDailyStrategicPlanning2-10 YearsForecast OnlyForecast OnlyForecast OnlyForecast&OrdersOrders OnlyRough-cut Capacity PlanningCapacity Requirements PlanningResource PlanningS&OP粗计划排期粗计划排期详细计划排期详细计划排期能能力力规规划划预预测测与与需需求求业务规划业务规划高级别企业资源计划模型高级别企业资源计划模型年度年度月度月度周周日日战略计划战略计划2-10 年年仅预测仅预测仅预测预测+需求订单仅需求订单粗能力要粗能力要求计划求计划能力能力需求计划需求计划资源计划资源计划SKU by Customer by LocationSKU by CustomerStock Keeping Unit(SKU)Pac

7、kage SizeModel/Brand Subfamily FamilyBusinessUnitTotalCompanyS&OP LevelsToo AggregatedToo DetailedForecasts are more accurate higher in the hierarchyActual Demand is collected at the detailed level.S&OP in Product HierarchyS&OP is usually performed at an aggregated level(e.g.Product Family or Group)根据客户要求与存储地点确定的根据客户要求与存储地点确定的SKU按客户要求确定的按客户要求确定的SKU库存单位库存单位(SKU)包装尺寸包装尺寸型号型号/品牌品牌 产品子族产品子族 产品家族产品家族业务单元业务单元全公司全公司S&OP 级别级别过分聚集过分聚集过分详细过分详细预测数据愈发精确预测数据愈发精确收集来自于客户端的收集来自于客户端的详细信息详细信息.S&OP 在产品层级中的地位在产品层级中

8、的地位S&OP 通常在聚集层面上执行(如产品门类或产品组合)S&OP is a Five-Step Process：S&OP五步曲五步曲4-5步可以合并为一个会议历史数据生成需求需求规划划检查销售预测与计划供供应规划划检查产能与效率满足程度、拟定生产计划，设置异常解决方案Pre-S&OP 需求与供需求与供应平衡平衡检查实际需求与计划的配合程度，回检财务情况与计划的配合度，回检例外情况的预案，验证以往各个步骤S&OP执行行与Pre-S&OP会议的内容相类似，在执行中不断解决问题The Basic S&OP Grid(S&OP基本表格基本表格):从历史数据中可以得到计从历史数据中可以得到计划与实际达成结果的对照划与实际达成结果的对照Inventory Plan=Planned Opening Inventory+Planned Production-Planned SalesActual Inventory =Opening Inventory+Actual Production-Actual Sales市场/销售产品定义产品需求资金主计划排期业务规划劳动力财务材料运营人力资源工程管理生产

9、能力S&OP ProcessS&OP is a Cross-Functional ProcessS&OP是跨职能的过程是跨职能的过程Must champion the process improved customer service提高客户服务水平 reduced inventory降低库存 lower manufacturing&distribution costs降低生产和分销成本 better control of overall business performance很好地控制总体业务 increased team work within and across functions提高跨职能团队的工作效能Benefits of S&OPS&OP的益处的益处If implemented and used effectively,S&OP will yield major benefits to the firm有效实施或应用S&OP，将带来如下效果:Steps in the S&OP ProcessS&OP实施步骤Step 1:Updating Input Data更新输入数据

10、更新输入数据Results:High Inventory Low Service High Unit Cost Poor DecisionsRemember the GIGO Principle.It takes much effort to ensure accurate&timely data is driving the process.垃圾进，垃圾出。所有必须确保导入系统的数据精确及时；S&OP Planning ProcessDataERRORKey input data(e.g.inventory,sales,production,KPIs,etc.)should be updated as soon after month-end as feasible.关键数据（如库存、销量、生产量、KPI等）必须在当月结束后尽快更新；Typically,2-3 business days are allowed for this sub-process.Key Performance Indicators(KPIs)for data gathering include:典型地，这一子

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