Oliver Wight Sales & Operations Planning and Demand Management as a Competitive Differentiator

Transcription

1 Oliver Wight Sales & Operations and Demand Management as a Competitive Differentiator James Small Oliver Wight 1

2 Business Drivers and Benefits of Integrated Business (S&OP) % Respondents -- Business Drivers for S&OP % Respondents -- Benefits From S&OP 28% Competitive Pressure for Customer Retention 25% Greater Complexity Caused by Growth of New Products and Services 25% Customer Expectations for Higher Fill Rates 18% Competitive Pressure for New Products 18% Rapid Expansion in Business Growth 18% Need for Greater Return on Assets Ventana Research 67% Improved Forecast Accuracy 61% Better Cross-Function Communication 48% Reduced Inventory 42% Reduced Stock-outs 36% Fewer Supply Disruptions 33% Improved Planner Productivity 29% Reduced Lead Times 23% Improved Customer Retention 23% Improved Gross Margin Benefits Reported by 40 Companies Aberdeen Group Increased Forecast Accuracy by: 18 25% Increased Sales Revenue by: 10 15% Increased On-Time Delivery by: 10 50% Inventory Reduction by: 18 46% Safety Stock Reduction by: 11 45% Increased Productivity by: 30 45% Oliver Wight 2 Oliver Wight Virtually all enterprises irrespective of their capabilities, size, and industry generated improvement in key business performance with an S&OP program. The improvements were sufficient to justify investment in these programs. Aberdeen Group 2007 Oliver Wight International Confidential

3 Integrated Business BUSINESS REVIEW STRATEGY BUSINESS PLAN PERFORMANCE SUPPLY REVIEW PRODUCT REVIEW DEMAND REVIEW Oliver Wight 3 OWI

4 The Maturity Journey - S&OP to Integrated Business Mature Integrated Business Drives responsive optimisation of the business in pursuit of business strategy Continuous Reconciliation, managing gaps and alternative scenario planning Integrated Business Rolling VOLUME business management & FINANCIAL process including PROJECTIONS gap analysis versus strategy & and focus on competitive priorities Integrated Reconciliation is the driver: business analysis provides underlying STRATEGY understanding, drives improvement priorities and gap closing actions Process frequently reshapes to meet changing organisational structure Used to deploy and drive the value proposition Capable S&OP Process VOLUME is established driving & FINANCIAL integrated operational PROJECTIONS and financial planning Full suite of KPI s to drive operational effectiveness, achieving 95%+ capability Issues are identified and this is the decision making process Annual budgeting process removed S&OP numbers drive forward plans Team working behaviours are demonstrated throughout the process Foundation S&OP All elements defined VOLUME with correct accountability, BALANCING KPI s and structure Focus is demand /supply tactical balancing Initiate integrated supply chain KPI s Challenging behaviours but not yet team working Disconnected Management Processes Traditional management meeting focused on the past Annual budgeting process with poor basis for forward projections Functional/silo management few/unaligned objectives & measures Defensive functional behaviours 4 months 9-12 months Oliver Wight IBPEP8-4 EAME

5 Integrated Business Top Down, Focus on Competitive Priorities Oliver Wight 5

6 The Management Process Bridging the Gap Strategic Intent Strategic Horizon (5-10 years) Business Plan Horizon (3 years) Business Plan $ TIME Existing Business Integrated Business (2 years) You must plan sufficient bricks in your business to sustain your profitability and cash imperatives Oliver Wight

7 Management Business Family Paper - Industrial Strategic Purpose Competitive Priority Cash Generate cash to invest in other Premium Paper families and to consume mill overhead and improve recoveries Strategic Imperatives Strategic Goals FY11 FY12 FY13 FY14 1. Maintain share of top 20 industrial customers 2. Complete renewal of the product portfolio by 2013 to sustainable inputs 3. 10% reduction in unit cost across the portfolio 4. Manage working capital to be less than 5 days Net Sales Value Delivered Margin EBIT Oliver Wight

8 Foundation S&OP Volume Balancing Oliver Wight 8

9 First Priority A Company Must Bring demand and supply in balance Understand impact of new products on demand and supply If you don t do these things first, your time will be consumed dealing with the consequences of demand and supply being out of balance. There will be little time and energy to grow the business Oliver Wight

10 Capable Supporting Processes BUSINESS REVIEW SUPPLY REVIEW STRATEGY BUSINESS PLAN PERFORMANCE PRODUCT REVIEW DEMAND REVIEW SUPPLY CHAIN SUPPLY POINT SUPPLIER MARKET DEMAND SALES PORTFOLIO PROJECT RESOURCE PROCUREMENT PROCUREMENT Deficient supporting processes will inhibit optimal results Oliver Wight IBPP2-10 EAME

11 Driving the Single Set of Numbers Single Set of Numbers originate from Demand Marketing & Sales must become involved and drive Sales & Operations, and held accountable Demand Plan supported by assumptions Demand Managers must be in place to support the demand planning process An unconstrained forecast across the 24+ planning horizon Tools must support demand planning at multiple levels of detail across the horizon Oliver Wight 11

12 Capable Sales & Operations Volume & Financials, with 95% capability Integration of budgeting and Sales & Operations Oliver Wight 12

13 and Execution Process Cycles Sales & Operations Product Management Demand Supply Reconciliation Management Business Horizon =18-24 months; Focus months 4+; Strategic Supply/ Demand/ Project Management Weekly Weekly Weekly Horizon= 1-4 weeks & 2 months; Focus months 1-3; Tactical Weekly Scheduling & Execution Daily Daily Daily Daily Daily Daily Daily Daily Daily Daily Daily Daily Daily Daily Daily Daily Daily Daily Daily Daily Daily Daily Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting Horizon=3-4 days; Focus days; Here & now Oliver Wight IBPP2-13 EAME

14 and Execution Process Cycles Sales & Operations Product Management Demand Supply Senior Team Reconciliation Management Business Horizon =18-24 months; Focus months 4+; Strategic Supply/ Demand/ Project Management Weekly Weekly Weekly Horizon= 1-4 weeks & 2 months; Focus months 1-3; Tactical Weekly Demand Managers, Supply Planners, Material Planners Daily Daily Daily Daily Daily Daily Daily Daily Daily Daily Daily Daily Daily Daily Daily Daily Daily Daily Scheduling Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting & ExecutionSupervisors, Team Leaders, Operators, Suppliers Horizon=3-4 days; Focus days; Here & now Daily Daily Daily Daily Meeting Meeting Meeting Meeting Oliver Wight IBPP2-14 EAME

15 Multiple Views of Demand Marketing Input Customer Input Product / Brand Management Input Statistical Analysis Demand Plan 24+ Months $ and Volume Business Plan and Strategy Sales Input Inputs for you and your competitor Planned promotions Planned price changes New listings planned New product launches and placements Bids and tenders and other one off demands Competitive activity Planned external influences Oliver Wight 15

16 Oliver Wight Class & Control metrics Measure Capable Previous 3 Months Customer Service (on time, in full) 95% Aggregate Demand Plan Performance (F1) by Family -/+ 5% Aggregate Supply Plan by Family -/+ 2% Master Schedule Performance 95% Manufacturing Schedule Performance 95% Supplier Delivery Performance 95% Item Master Data Accuracy 95% BoM Accuracy 98% Routing Accuracy 95% Inventory Record Accuracy (RM, PM, FG) 95% Milestone Adherence 95% Oliver Wight

17 Customer Experience Benefit Ranges (Survey data from 700+ customers) Benefits Benefits Range Average Your Company Net Annual Benefit Sales Improvement 1% to 5% 1.5% Direct Labour (productivity) 1% to 5% 3% Inventory Reduction 8% to 30% 20% Reduction in Warehouse & Transportation 5% to 15% 8% Reduction in Obsolescence 50% to 90% 70% Reduction in Scrap 50% to 90% 60% Reduction in Rework 30% to 90% 40% Purchase Cost Reduction 5% to 15% 6% Net Annual Benefits Return of Investment Payback in Months Cost of One Month Delay Oliver Wight 17

18 Benefit Realisation Measure Capable APRIL Asia Previous 3 Months Customer Service (on time, in full) 95% Aggregate Demand Plan Performance (F1) by Family -/+ 5% Aggregate Supply Plan by Family -/+ 2% Master Schedule Performance 95% Manufacturing Schedule Performance 95% Supplier Delivery Performance 95% Item Master Data Accuracy 95% BoM Accuracy 98% Routing Accuracy 95% Inventory Record Accuracy (RM, PM, FG) 95% Oliver Wight BEE3-18