固特异亚太区供应链总监培训教材最新S&OP操作(中英文对照).ppt

固特异亚太区供应链总监培训教材最新S&OP操作(中英文对照).ppt

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1,S&OP:

AnIntroduction销售及运作计划:

导言,Jean-LucLaboucheix,Feb1st2010,2,Contents目录,Objectivesofthispresentation培训的目的AsiaPacificSupplyChainatGoodyear,overview固特异亚太供应链概况S销售及运作计划概况S&OPProcessatGoodyear固特异的销售及运作计划方法S&OP,Detailview销售及运作计划的细节NextSteps下一步,3,ObjectivesofthisPresentation培训的目的,ExplaintheS解答问题AnalyzethepossibilityforTriangletocopewithGoodyearS&OP.分析三角与固特异在销售及运作计划方面合作的可能性,4,Contents目录,Objectivesofthispresentation培训的目的AsiaPacificSupplyChainatGoodyear,overview固特异亚太供应链概况S销售及运作计划概况S&OPProcessatGoodyear固特异销售及运作计划的方法S&OP,Detailview销售及运作计划的细节NextSteps下一步,5,AsiaPacificSupplyChain:

Overview亚太供应链概况,ManufacturingFootprint工厂分布图,LogisticsFootprint物流分布图,8tireplants-3closedin3years-8个轮胎厂-3年内3个关闭50warehouses;50个仓库15000containers/year;一年15000个货柜150000truck/year;一年150000车TotalAPSCAssociates:

300.亚太供应链员工总数300,Inventorydays:

48,includingintransit;存货周期48天，包括在途时间SalesForecastsaccuracy:

70%;销售预期精确度70%OTIF:

88%;交付率88%AbsoluteScheduleCompliance:

91%;生产排产达成率91%Costtoserveperunit:

$2.49每条供应链的成本$2.49,6,Contents目录,Objectivesofthispresentation培训的目的AsiaPacificSupplyChainatGoodyear,overview亚太供应链的概况S销售及运作计划概况S&OPProcessatGoodyear固特异销售及运作计划的方法S&OP,Detailview销售及运作计划的细节NextSteps下一步,7,SupplyChainManages3MainFlows供应链管理的三个主要流程,1.Physicalflows;实体流2.Demandflows;需求的信息流3.Trackingflows.追踪流,8,1.PhysicalFlows实体流,9,2.DemandFlows需求的信息流,SalesForecasts销售预估,FinishedGoodsPlanning成品计划,RawMaterialsPlanning原材料计划,10,3.TrackingFlows追踪流,11,TheFlowsAreManagedThrough1Process:

S&OP销售及运作计划掌控整个流程,Purchasing,Manufacturing,Distribution,SalesForecasts,FinishedGoodsPlanning,RawMaterialsPlanning,Tracking,S&OP,S&OP:

SalesandOperationsPlanning,12,S&OPIsaMeetingAmongAllFunctionstoAgreeon1Plan销售及运作计划是所有职能达成统一目标,Goldenrule:

1setofnumbers,Manufacturing制造,Purchasing采购,Sales销售,SupplyChain供应链,Marketing市场,Finance财务,BigBoss总指挥,13,KeyObjective1:

LinkingSupplyandFinancialswithMarketDemand关键目标1:

用市场需求连接供应和财务,SupplyPlanning供应计划,CustomerService客户服务,InventoryManagement库存管里,Mfg.Execution生产执行,Demand需求,Supply供应,14,KeyObjective2:

SingleandAgreedPlan关键目标2:

单一的和一致的计划,AllFunctionshaveexactlythesameplan,drivenbyCustomerSatisfactionandCompanystrategy;所有职能部门必须紧紧围绕客户满意度和公司战略决策的宗旨12monthsto5yearsplanninghorizon12个月到5年的规划周期,Shortterm短期,Midterm中期,Longterm长期,15,KeyObjective3:

ToolUsedtoDriveTheCompany关键目标3:

使公司运作的工具,Fromshorttolongterm;从短期到长期PlansareupdatedtoreflectCompanystrategy,ortoreflectMarketchanges;计划应根据公司的策略或市场变化而调整,Shortterm短期,Midterm中期,Longterm长期,Operational操作上的,Tactical技术上的,Strategic战略上的,16,MainBenefitsofUsingS&OP使用S&OP的好处,Completealignmentamongallfunctions;所有职能部门目标的一致性DrivesCompanystrategy;制定公司策略Decisionmakingprocess,sharedbyall;所有人参与决策Visibility;可见性Solveshorttermissues;解决短期问题Planformidtermsolutionsifmidtermissues;如果有中期问题，制定中期解决方案。

Planforlongtermsolutionsiflongtermissues;如果有长期问题，制定长期解决方案TooltodriveandachieveCompanyobjectivesandresults;策定及达成公司目标的途径Bringsdiscipline;制定规范Developteamworking;发扬团队合作,17,IfNoS&OPThen如果没有S&OP,Functionsnotaligned;职责混乱Nopossibilitytodrivecompanystrategy;无法制定公司策略Multidecisions,notsharedbyall=nodecisions很多决策不能达成一致=没有决策Novisibility没有可见性Shorttermissuesaresolvedthroughemergency;只能通过紧急方式解决短期问题Midandlongtermplansarenotaddressed;中长期计划未显示Moredifficulttoachieveresults;难以达到成效NoTeamWorking;没有团队合作Toohighortoolittleinventory（RawMaterials,FinishedGoods）;太多或者太少的存货（原材料，产成品）Poorcustomerservice;客户服务不周,18,OneoftheKeyEnablerofS&OPis销售运作计划的关键因素,notITsystems;不是IT系统nothighlevelexperts;不是高水平的专家DISCIPLINE纪律,19,AHighLevelofDisciplineisRequiredAsS&OPisVeryPrecise销售及运营计划的高精确性要求有高的纪律性,Monthlycycle/rolling18-24months月度循环/周期18-24个月,Marketingmanagersmeettodefineamarketingplan营销经理确定一个营销计划,toreachanagreedandcommonSales,Manufacturing,PurchasingandFinancialPlan.Theplansarenotonlyusedfornextmonth,butfornext18-24monthsaswell为了达到一致的和共同的销售，生产，采购和财务计划这个计划不仅用于下个月而且也要运用于以后的18-24个月,TheMarketingPlaniscommunicatedtoSales.SalesprepareSalesForecastsbasedontheMarketingStrategy营销计划与销售是关联的。

销售预测基于营销战略,Sales,Marketing,SupplyChain,meettoagreeonafinalSalesForecastsplan销售，营销，供应环节共同制定销售预测计划,SupplyChainusesthefinalSalesForecaststoprepareaSupplyPlan供应环节根据最终的销售预测准备供应计划,SalesandSupplyPlansarereviewedduringameetingS&OPMeeting-byallTopManagers.Anagreedplanisreached在S&OP会议上探讨销售和供应计划，所有高层负责人参加，制定同意规划,Basedontheagreedplan,SalesandOperationsfinalizetheplanatSKUlevel基于一致的计划，销售和生产最终确定具体规格的计划,BasedonthedetailSalesandProductionplan,Financerunthefinancialsprojection基于详细的销售和生产计划，财务运作财务计划,20,KeyEnablersofS&OPCreatearepeatablerolling18to24monthshorizonplanningprocessandmeasureperformancetoAOP/businessstrategyCreateasingleconsensussalesplanthatallowsdevelopmentofrealistic（demand）sales,supplyandinventoryplansacrossallfunctionsCreateclearrolesandresponsibilitiesthatdrivedecisionstodelivertheS&OPplanCreateaplatformforcontinuousimprovementbasedonon-going&strategicbusinessneedsBuildcross-functionalteamwork,ExpectedResultsWorkwithinformalstructureofS&OPprocessProactivelyidentifyandaddresssupplyanddemandimbalancesImprovedlifecycleplanningCreateconsistentperformancemeasurementandidentifyareasforimprovementSalesforecastaccuracyProductioncomplianceInventorydaysSlowmovinginventoryCustomerservice:

OTIFResourceutilization/costFinancialforecastaccuracy,EnablersandKeyExpectedResultsFromS&OP,21,销售和运用规划的关键促进因素：

1.创建一个变动的18至24个月的规划进程和年度计划经营策略的绩效测评。

2.创建一个单一的达成共识的销售计划，此计划对销售，供应和库存计划的改进是可行的。

3.建立明确的角色和责任分工，推动销售和运用计划的实行。

4.建议一个基于连续和战略业务需要的不断改进的平台5.建立跨部门协作,期望的结果：

1.在销售和运用规划进程的正规框架下进行2.积极主动地查明和解决供求失衡3.改进的进程周期规划4.创建一致的业绩衡量和确定改进的领域a.销售预测的准确性b.票据一直性c.库存d.库存变动小e.消费者服务，全额的交付率f.资源利用g.财务预测的准确性,销售及运营计划的关键促进因素和期望结果,22,S&OP,Principles（2/2）销售及运营计划，原理（2/2）,ThefinaloutputofS销售及运营会议的支持人是常务董事,23,S&OP,Principles（1/2）,S,24,销售及运营计划原理（1/2）,销售及运营计划是一套标准的流程，涵盖了从决策到操作的所有流程。

规划周期一般在18到24个月，逐月制定计划。

流程负责人：

供应链所有的职责包括:

管理、财务、生产、技术、采购、销售、市场以及供应链,25,Contents内容,Objectivesofthispresentation此次介绍的目标AsiaPacificSupplyChainatGoodyear,overview固特异亚太供应链，概况S销售及运营计划，概况S&OPProcessatGoodyear销售及运营计划再固特异的实施S&OP,Detailview销售及运营计划，详细内容NextSteps下一步计划,26,S&OPinAP:

NotCentralized,NotLocal,ButBoth亚太区s&op既体现一致性，又有独立性,Monthlycycle/rolling18-24months,MarketingMeeting营销会议,PreparingForecasts准备预测,DemandMeeting需求会议,Cluster/CountryS&OPmeeting按照国家划分召开S&OP会议,SupplyPlans（roughcutcapacity）供应计划,FinalizedetailTicketandsalesplans制定详细的生产计划及最终销售计划,FullFinancials全面的财务计划,RegionalRvsCbyPBU（APS&OP）,InterRegionS&OP区域内部S&OP会议,Offtakes&importsrequirements定牌&进口需求,Preparing1stproductionplanbyskuandconfirmOfftakesexports准备具体哦规格的生产计划，确认定牌出口,POsplaced,Bycountry,ByPBUGlobal,ByPBUAPLevel,Bycountry,Bycountry,AhybridmodeltocopewithAsiaPacificComplexity,27,HighInvolvementofKeyExecutives部门主管高度参与,MarketingMeeting营销会议,PreparingForecasts准备预测,DemandMeeting需求会议,Cluster/CountryS&OPmeeting相关国家S&OP会议,SupplyPlans（roughcutcapacity）供应计划,FinalizedetailTicketandsalesplans最终销售计划,FullFinancials全面财务计划,RegionalRvsCbyPBU（APS&OP）,InterRegionS&OP内部区域S&OP,Offtakes&importsrequirements定牌&进口需求,Preparing1stproductionplanbyskuandconfirmOfftakesexports根据规格准备生产计划，确认定牌出口,POsplaced,Bycountry,ByPBUGlobal,ByPBUAPLevel,Bycountry,Bycountry,CountriesMarketingDirectors各国市场部部长,CountriesMarketing&SalesDirectors各国市场营销部部长,CountriesProductionDirectors各国生产部部长,CompanyCEO,ProductLinesVicePresidents公司总裁，产品线副总裁,CountriesManagingDirectors各国管理部部长,SCDirectors,Worldwide全球供应量部部长,CountryFinancialDirectors各国财务主管,28,AndVeryPreciseSchedule精确的计划,MarketingMeeting营销会议,PreparingForecasts预测准备,DemandMeeting需求会议,Cluster/CountryS&OPmeeting相关国家s&op会议,SupplyPlans（roughcutcapacity）供应计划,FinalizedetailTicketandsalesplans最终确认细节及销售计划,FullFinancials全面的财务计划,RegionalS&OP区域性S&OP,InterRegionS&OP区域内部s&op,Offtakes&importsrequirements定牌&进口需求,Preparing1stproductionplanbyskuandconfirmOfftakesexports根据规格准备第一个生产计划，确认定牌出口,POsplaced,Bycountry,ByPBUGlobal,ByPBUAPLevel,Bycountry,Bycountry,Betweenday18and21,Day6,Betweenday8and9,Betweenday12and13,Day16,Day17,Betweenday19and20,29,AndVeryPreciseDocuments精确的文件,MarketingMeeting营销会议,PreparingForecasts准备预测,DemandMeeting需求会议,Cluster/CountryS&OPmeeting相关国家召开S&OP会议,SupplyPlans供应计划（roughcutcapacity）,FinalizedetailTicketandsalesplans最终销售策略,FullFinancials全面的财务计划,RegionalS&OP,InterRegionS&OP,Offtakes&importsrequirements定牌和进口需求,Preparing1stproductionplanbyskuandconfirmOfftakesexports按照规格准备生产，确认定牌出口,POsplaced,Bycountry,ByPBUGlobal,ByPBUAPLevel,Bycountry,Bycountry,PhaseInPhaseOut;Promotionplans促进计划,SalesForecasts,bySKU,pastsales销售预测，按照规格，以往的销售,SupplyPlansbykeyconstraints销售计划,Demand&SupplyPlansbycountry,pastandfuture,highlevel按照国家划分需求&供应计划，过去的、未来的,Demand&SupplyPlans,pastandfuture,detailview总览过去和未来的需求&供应计划,Importandexportsplansbycountry,worldwide按照区域划分进口、出口计划,Fullfinancialsestimates全面的财务计划预测,30,ResultsAchievedatGoodyearAsiaPacificThroughS&OP销售运营计划在固特异亚太区取得的成果,Muchlowerinventory;库存量降低Bettercustomersatisfaction,improvementofOTIF客户满意率提高,确认率提高Strategicplaninplacetoplanforfuturecapacityinvestments;制定了未来能力投资战略发展规划Disinvestmentsplansinplace（upgradingcapacity,restructuring）制定了重整计划（产能提高，重整）Onesetofnumber,sharedandagreedbyallfunctions;所有职能部门共享一组数据,31,Contents内容,Objectivesofthispresentation培训的目的AsiaPacificSupplyChainatGoodyear,overview固特异亚太供应链概况S销售及运作计划概况S&OPProcessatGoodyear固特异的销售运作计划过程S&OP,DetailviewS&OP具体细节NextSteps下一步,32,ToStartWithDefineYourPlanningProcess确认计划流程,Getallfunctionsinvolved;所有职能部门共同参与Doitsimple;简单化Getasignofffromallfunction