SOP销售和营运规划流程

1. 对企业运营现状的分析
企业所在的市场和客户诉求的分析
有竞争力和高效运营的制造企业的特征
识别企业内部和外部供应链、主链与辅链
企业运营中的主要困难和问题

2. 介绍集成的业务协调、平衡、决策和执行过程S&OP
什么是销售和运营计划? 对销售和运营计划的错误理解
销售和运营计划过程的目标
多层次的销售和运营计划
销售和运营计划的过程步骤、各步骤的参与者、主要目的和目标、输入与输出
销售和运营计划过程步骤的时间框架
运行S&OP系统的先决条件和遵循的规则
公司最高领导在S&OP中的角色

3. 启动：业务回顾和关注新战略行动
上期公司层面业绩的回顾及偏差分析
来自组织外部和内部对业务产生影响的活动
制定新战略行动计划
调整业务目标

4. 第一步：需求回顾和规划
回顾上期预测的表现, 分析预测与实际偏差的根本原因
评估上期所记录的驱动需求的假设
讨论改善的行动方案和行动计划
更新各类市场、销售的新行动计划
整合市场和销售计划, 生成不受限制的需求预测
讨论并同意12~18个月滚动的受约束的需求预测

5. 第二步：供应回顾和规划
回顾上期供应的表现，寻找导致偏差的原因
定期回顾计划的参数、供应策略、库存策略
整合各资源能力, 生成初步受制约的销售和运营计划和资源短缺清单
分析供应的限制、制约和风险
提供各种可能的选择机会和方案
预见中期、长期的资源需求

6. 第三步：预备讨论会 Pre - S&OP
整合与协调需求和供应计划
讨论可行的方案，做出优先级与取舍决定
生成经评估的需求预测并最终达成一致
生成财务的预测
高质量的信息共享和决策平台
评估业绩, 推动由外部市场和竞争所驱动的内部持续改善
检讨运营中存在的障碍、制约、困难和问题, 制定相应的改善行动计划
解决部门之间的冲突, 引导跨部门的高效合作
以结果为导向,积极推动变革管理

7. 第四步：S&OP 会议
设定主要业绩指标和绩效评估
批准受限制的需求预测
批准Pre-S&OP提交的决策清单, 并解决提交的问题
分享Pre-S&OP 行动计划的执行情况

8. 执行
生成最终的主生产计划
生成各辅链的计划
Pre-S&OP, S&OP 行动计划的执行


1. Status quo analysis of business operation
Understanding the market and customer requirements
Character of the effective manufacturing company
Identifying internal supply chain, external supply chain and its sub - chains
Major difficulties and issues in business operations

2. Introduction of sales & operation planning process
What is S&OP process? The misunderstanding of S&OP
Objectives of S&OP process
Multi - level S&OP
S&OP process, participates, the main goals and objectives, inputs and outputs of each step respectively
Time frame of S&OP process
Principles and guidelines of running S&OP process
The role of top management in S&OP process

3. Start: business review & new activity
Business performance review at company level and analysis deviations
Impact to business operation from internal & external activities
Developing new activity plan (NPD, new client, new price strategy…)
Adjustment of business goal (budget or LE / EFY)

4. 1st step: demand review
Reviewing last period demand accuracy performance, discovering the root cause of the deviations
Assessing recorded demand assumptions
Proposing improvement solutions and recording the actions
Updating new activity plan of marketing and sales
Generating unconstrained demand forecast by integrating market activity plan, NPD forecast, sales forecast, statistics forecast
Discussing and agreeing on the 12~18 month rolling unconstrained demand forecast

5. 2nd step: supply review
Reviewing last period supply performance and discovering the root cause of the deviations
Regularly reviewing planning parameters, supply strategy, inventory strategy
Generating rough constrained sales & operation plan and resource short list by integrating all relevant input resources
Analysis of supply limits, constrains and risks
Proposing all possible options and solutions
Predicting mid - term, long - term resource requirements

6. 3rd step: pre - S&OP meeting
Integration and reconciliation of S&OP
Discussing viable solutions, deciding to make a priority and trade - offs
Generating evaluated demand forecast and reaching agreement
Generating financial projections
A high quality platform for information sharing and decision making
Assessing performance, promoting internal continuous improvement which driven by external market and competition
Reviewing existing obstacles, constraints and difficulties, and developing appropriate improvement action plan
Resolving conflicts between departments to guide the efficient inter - departmental cooperation
Results - oriented, and actively promoting change management

7. 4th step: S&OP meeting
Setting key performance indicators and performance evaluation
Approving the constrained demand forecast
Approving the decisions list submitted Pre - SOP and solving the issues submitted by Pre - S&OP
Sharing the performance of Pre - S&OP actions

8. Implementation
Generating MPS
Generating functional plan
Execution of Pre - S&OP, S&OP actions