创新销售和运营计划的四个关键

How do you execute effective S&OP? Just move through the phases and make all the right decisions. Simple, right? Not so much. There’s more to this puzzle, and the pieces often don’t fit together on the first try. But that’s no reason to give up—with the right strategies in place, you can lead the way to innovative S&OP. To thrive in today’s market, innovation is a must.

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First, let’s define the term. S&OP is a monthly integrated business management process that empowers leadership to focus on key supply chain management drivers, including sales, marketing, demand management, inventory management, and new product introduction. S&OP helps your executives make the right decisions quickly and consistently.

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So what’s the problem with the old way of S&OP? Why is this next generation essential? Here’s the bottom line. The old way of S&OP is slow, spreadsheet-driven, disconnected, and can’t adjust quickly enough to keep up with today’s fast-shifting market. When a brand’s popularity can skyrocket because of a celebrity’s tweet and an entire supply chain must be reorganized overnight because of a natural disaster, you have to be ready to respond at a moment’s notice. Strong connections and speed lead to confidence.

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Traditionally, S&OP is divided up into these phases: product, demand, supply, and finance reviews, and then pre-S&OP and executive S&OP. Not everyone agrees on the exact order in which they should be performed, but every phase is necessary for the entire process to thrive. If you’re interested in digging into each phase in more detail, start here. Although it’s important to get the details of each phase just right, there’s more to it than just moving step to step. Let’s explore four keys to unlocking next-generation S&OP.

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Don’t put garbage in (or you’ll get garbage out)

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You’ll have a hard time making wise decisions based on corrupt or outdated data. It’s nearly impossible to make accurate, well-informed decisions without real-time, accurate data at your fingertips. S&OP decisions have an affect across many parts of the business, so you don’t want to make them based on a cornerstone of sketchy data. Try this three-step approach to data due diligence first:

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• Find out what data is available
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• Discover where it lives
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• Determine who owns it
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Once you’ve worked through these steps, focus on getting that data into presentable dashboards and let it lead to you to discover what data may be missing. With clean data going in, you can have confidence in your decisions knowing the cornerstone is trustworthy.

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Be wise with your metrics

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Sometimes, organizations have too many metrics or they’re inconsistently defined. It’s easy to get buried in debates on the meaning of data or sit through torturous meetings that are only report-outs sans insight. To break free of this unproductive environment, start by defining your levels of metrics. For example, some metrics should live on executive dashboards (high-level forecasts), others belong in an end-to-end view of the supply chain (detailed supply and demand forecasts) and others describe functions (such as sourcing, manufacturing, or logistics). Next, seek alignment among the levels and work toward driving action and improvement through that alignment. Metrics don’t have to be a pile of dry numbers—they have a story to tell!

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Find a champion

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The supply chain leader of the future isn’t a lone ranger. It’s someone who understands the importance of cross-functional collaboration and that collaboration is essential to next-generation S&OP. To keep your S&OP process moving smoothly, find an internal champion who can play “stakeholder herder” with patience and a base of knowledge that inspires credibility as they work with all the departments involved.

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Ask “what-if” for value-based decisions

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Traditional supply chain planning is designed to make volume-based decisions (inventory levels, days of supply, on-time delivery, turns, etc.). Imagine running “what-if” scenarios with up-to-date financial data connected, to make value-based decisions that are best for the company’s bottom-line. Adding this level of ownership and sophistication to S&OP elevates the significance of the process and improves the overall effectiveness of the supply chain.
\nFor more insights on becoming a standard-setter for S&OP, dig into our new whitepaper: “The keys to mobilizing next-generation S&OP.”

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The keys to mobilizing next-generation S&OP

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你如何有效地执行S&OP？只要通过这些阶段，做出所有正确的决定。简单,是吧?其实不然。这个谜题还有很多，第一次尝试时，这些碎片往往无法拼凑在一起。但这并不是放弃的理由，只要有正确的策略，你就能引领企业走向创新的标准普尔。要在当今的市场中蓬勃发展，创新是必须的。

首先，让我们来定义这个术语。S&OP是一个每月一次的综合业务管理过程，它使领导层能够专注于关键的供应链管理驱动因素，包括销售、市场营销、需求管理、库存管理和新产品引入。S&OP帮助您的主管快速、一致地做出正确的决策。

那么标准普尔的老方法有什么问题呢?为什么下一代至关重要?这是底线。标准普尔的旧方式是缓慢的、电子表格驱动的、不联系的，不能足够快地调整以跟上当今快速变化的市场。当一个品牌的受欢迎程度可能因为名人的推特而飙升，整个供应链必须在一夜之间因为自然灾害而重组时，你必须准备好在接到通知后立即做出反应。牢固的关系和速度带来自信。

传统上，标准标准操作分为以下几个阶段:产品、需求、供应和财务审查，然后是标准标准操作前和执行标准标准操作。并不是每个人都同意他们应该执行的确切顺序，但是每个阶段对于整个过程的成功都是必要的。如果您有兴趣更详细地挖掘每个阶段，请从这里开始。虽然正确处理每个阶段的细节很重要，但这不仅仅是一步一步地进行。让我们来探索解锁下一代S&OP的四个关键。

不要把垃圾扔进去(否则你会把垃圾弄出来的)

您将很难根据损坏或过时的数据做出明智的决定。如果没有实时、准确的数据，你几乎不可能做出准确、明智的决定。标准普尔决策影响到业务的许多部分，因此您不希望基于粗略数据的基础进行决策。首先尝试以下三步数据尽职调查方法:

• 找出可用的数据
• 发现它住在哪里
• 确定谁拥有它

完成这些步骤后，请专注于将数据放入可显示的仪表板，并让它引导您发现可能丢失的数据。有了清晰的数据，你就可以对你的决定有信心，因为你知道基石是值得信赖的。

明智地使用你的参数

有时，组织有太多的度量标准，或者它们的定义不一致。人们很容易陷入关于数据意义的争论中，或者坐着开完痛苦的会议，而这些会议只是报告，没有洞察力。要摆脱这种低效的环境，首先要定义度量标准的级别。例如，一些指标应该存在于执行仪表板上(高级预测)，其他指标属于供应链的端到端视图(详细的供应和需求预测)，其他指标描述功能(例如采购、制造或物流)。接下来，寻求各个层次之间的一致性，并努力通过这种一致性来推动行动和改进。参数不一定是一堆枯燥的数字——它们有故事要讲!

找一个冠军

未来的供应链领导者不是一个独行侠。这个人懂得跨职能协作的重要性，懂得协作对下一代S&OP至关重要。为了保持S&OP流程的顺利进行，找到一个能够耐心地扮演“利益相关者牧人”的内部拥护者，并在与所有相关部门合作时具有激发可信度的知识基础。

对于基于价值的决策，问一问“如果”

传统的供应链计划是为了做出基于数量的决策(库存水平、供应天数、准时交货、周转等)。想象一下，在连接最新财务数据的情况下运行“假设”场景，以做出最有利于公司底线的基于价值的决策。向S&OP添加这种级别的所有权和复杂性可以提升流程的重要性，并改善供应链的整体有效性。
要了解更多关于成为标准制定者的见解，请参阅我们的新白皮书:“动员下一代标准普尔的关键”。

动员下一代S&OP的关键

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主题:S&OP