Customer demands for individual attention and specialized products are transforming commerce at every stage – including the supply chain. Today’s high-stakes economy requires dynamic, market-savvy sales and operations planning (S&OP) to keep pace with accelerating service demands and response times. This practical extensive course helps organizations transition from outdated supply-driven processes to new market-driven models.
On completion of this course you should be able to:
- Use robust analytics for conducting value segmentations and simulation analyses
- Develop a customer-centric culture and a collaborative organizational structure
- Dynamically rebalance the inventory mix to improve capacity and reduce costs
- Retool 26 management processes to achieve market-savvy S&OP.
- Gain a broad understanding of supply chain strategies, S&OP and lean manufacturing, and understand how to operate in today’s on-demand environment.
- Determine how to gain dynamic, market-savvy sales and operations planning (S&OP) to keep pace with accelerating service demands and response times.
Course Outline
Introduction
- Seven Guiding Principles of the Design of Market-Savvy S&OP
Module 1: Creating Vision
Seeing Anew from a Market-Savvy Perspective
- Market-Savvy S&OP Defined
- IBP Provides the Strategy
- Value Segmentation: The Preferred Method
Case Study: Sports Uniform Manufacturer
Competing on Time and Customer Connectivity
- The Five Fundamentals of a Value-Segment Strategy
- Portfolio versus Segment Strategies
- Segment-Level Strategies for Value Chains
- Four Traditional Value-Segment Strategy Options
- New Segment Strategies
Case Study: V-Tech
Module 2: Changing Behavior
Managing by Analytics
- The 7 Characteristics of Strong Teams
- The 7 Characteristics of a Proper Analytic
- Market-Savvy S&OP, 70 Percent Analytics
Case Study: Frozen Food Producer
Establishing a Customer-Centric Culture
- Developing a Customer-Facing Organization
- Establishing Collaboration
- Driving Collegiality
- Designing Horizontal Management Processes
- Appointing Leaders with Passion
Case Study: Goodyear North American Tire (NAT) Consumer
Module 3: Designing New Processes
Designing and Implementing Collaborative Planning (Segment-Level S&OP)
- Design Starts with Education
- Design to Implement Strategy
- Design to Align All Planning Processes
- Design with Interlocking Cycles
- Design with Collaborative Goals
Case Study: Wright Medical Technology
Designing a Rate-Based Planning Process
- RBP Applicability
- RBP Versus Traditional Scheduling Methods
- RBP Scheduling Strategy
- Cycle Planning
- Inventory Standards
- Rate-Mix Planning
Case Study: Canned Food Manufacturer
Transitioning to a New Culture of Market-Driven Supply Chain
- The Transition Plan
- Instituting the Audits and Recognizing the Team Responsible
- Looking Back
- Case Study: Medical Technology Company
- Time to Start
