| Preface | p. x |
| About the Author | p. xi |
| Acknowledgments | p. xiii |
| Web Added Value | p. xiv |
| Understanding Sales and Operations Planning | p. 1 |
| What Is the S&OP Process in Simple Terms? | p. 2 |
| The History of S&OP | p. 3 |
| Balancing the Needs of the Business | p. 4 |
| ERP at the Center of S&OP | p. 6 |
| Summary of the Roles of Players in the S&OP | p. 8 |
| Timetables for the S&OP | p. 11 |
| Decisions That Might Be Made at the S&OP | p. 12 |
| What Types of Businesses Require an S&OP Process? | p. 13 |
| What Investments Are Needed for the Implementation of an S&OP Process? | p. 14 |
| What Tools or Resources Are Needed? | p. 15 |
| Who Drives the S&OP Process? | p. 16 |
| Why Is the S&OP Process Important? | p. 19 |
| Top-Management Efficiency | p. 19 |
| Planning Discipline | p. 21 |
| Keeping the Business Objectives on Track | p. 22 |
| Payback on Investment | p. 23 |
| Top Managers Always Return to the Process | p. 23 |
| Why Specifically Do Top Managers Go for It? | p. 24 |
| The Short List of Benefits | p. 25 |
| Big-Company Impact | p. 27 |
| Small-Company Impact | p. 28 |
| Inventory Management | p. 29 |
| Business Planning Behind the S&OP Process | p. 33 |
| Business Imperatives | p. 37 |
| Top-Level Management Systems | p. 39 |
| Building the Right Business Plan | p. 40 |
| Financial Objectives Planning | p. 40 |
| Internal Business Process | p. 42 |
| Learning and Growth | p. 44 |
| Customer Influences on Business Imperative Choices | p. 46 |
| Supply Chain Influences on Business Imperative Choices | p. 48 |
| Technology Affecting Business Imperative Decisions | p. 48 |
| How Many Business Imperatives Are Required? | p. 50 |
| Linking the Financial Plans with the S&OP Process | p. 51 |
| Product Planning in High-Performance ERP | p. 52 |
| S&OP Measurements for Business Planning | p. 53 |
| Talent Review | p. 55 |
| Process Ownership of the Business Plan | p. 55 |
| Summary of High-Performance Business Planning in Preparation for the S&OP Process | p. 56 |
| Creating the Demand Plan | p. 59 |
| Business Planning as an Input to Demand Planning | p. 61 |
| Marketing Plans as an Input to Demand Planning | p. 61 |
| Sales Planning as a Demand Planning Input | p. 65 |
| Historical Inputs to the Demand Planning Process | p. 67 |
| Understanding the Outputs of Demand Planning | p. 69 |
| The Weekly Demand Review | p. 69 |
| Agenda for the Weekly Demand Review Meeting | p. 71 |
| Attendees of the Weekly Demand Review Meeting | p. 71 |
| Process Ownership in the Demand Plan | p. 73 |
| The Measurement Process for Demand Plan Accuracy | p. 75 |
| Blanket Orders as They Apply to the Measurement | p. 75 |
| Operations Planning for the S&OP Process | p. 81 |
| Inventory Strategy | p. 81 |
| Product Families | p. 86 |
| Elements of Operations Planning | p. 88 |
| Rough-Cut Capacity Planning | p. 88 |
| Supply Chain Capacity | p. 90 |
| Detailed Resource Planning | p. 91 |
| Detailed Resource Planning-Manpower | p. 91 |
| Detailed Resource Planning-Skill Sets | p. 92 |
| Detailed Resource Planning-Machinery | p. 92 |
| Objectives Planning in Support of the Business Plan | p. 95 |
| Operations' Part in the S&OP Process | p. 97 |
| Process Ownership in Operations Planning | p. 97 |
| Operations Planning Measurement | p. 98 |
| The S&OP Meeting Structure | p. 101 |
| S&OP Standard Agenda | p. 101 |
| S&OP Process Meeting Attendees | p. 109 |
| When Does the S&OP Meeting Happen? | p. 110 |
| What Happens If Top Management Is Unwilling to Preset Schedules? | p. 111 |
| S&OP Tools for High Performance | p. 115 |
| Displaying the S&OP for Top-Management Review | p. 116 |
| Other Views That Can Be Very Helpful | p. 124 |
| Class A ERP and Associated Metrics | p. 125 |
| Other Measures | p. 129 |
| Roles in the S&OP Process | p. 131 |
| Participants in the S&OP and Their Roles in Larger Multiplant Environments | p. 131 |
| Participants in the S&OP in Smaller Businesses | p. 132 |
| Roles in the S&OP Meeting | p. 134 |
| Duties of Each Process Owner in the Monthly S&OP Meeting | p. 135 |
| President/CEO | p. 135 |
| Vice President of Finance/CFO | p. 137 |
| Vice President of Sales and/or Marketing | p. 139 |
| Vice President of Operations | p. 140 |
| Master Scheduler | p. 142 |
| Vice President of Engineering | p. 144 |
| Other Possible Attendees' S&OP Meeting Duties | p. 145 |
| President's Administrative Assistant | p. 145 |
| Demand Manager | p. 145 |
| Product Managers | p. 146 |
| When Is the Plant Manager the Leading Role in the S&OP? | p. 147 |
| The Role of the Project Manager in the Development of the S&OP Initially | p. 148 |
| The Role of an Outside Consultant in Implementing an S&OP Process | p. 149 |
| The Team Role | p. 151 |
| Connecting Suppliers to the S&OP Process | p. 153 |
| What Would Be Shared with the Supply Chain? | p. 154 |
| Why Develop Partnerships with Suppliers? | p. 157 |
| Selecting Suppliers for Partnerships and S&OP Sharing | p. 158 |
| Implementing Supplier S&OP Partnerships | p. 163 |
| Aligning the S&OP Processes | p. 166 |
| Information Sharing | p. 167 |
| Supplier Performance Ratings and Certification | p. 168 |
| Caution Required | p. 169 |
| A Few Words about the Integration of Lean and Six Sigma Principles in Procurement | p. 170 |
| Process Ownership | p. 170 |
| Class A ERP or High-Performance ERP Metrics in Procurement | p. 171 |
| What Metrics Would Make Sense in This Information Chain? | p. 171 |
| How Do Companies Initiate This Supply Chain Information Linkage? | p. 173 |
| Outcomes from Supply Chain S&OP Linkage | p. 173 |
| Which Suppliers Do You Choose? | p. 173 |
| Getting It Right: Evaluating Risks and Metrics Used | p. 175 |
| Make Sure the Metrics Are Visible | p. 175 |
| History Before the 12-Month Horizon Forecast Accuracy | p. 177 |
| Review Scrutiny | p. 178 |
| Who Prepares This Extra Data? | p. 180 |
| Extra Metrics and Risk Observations in the Normal S&OP Process | p. 181 |
| Connecting the S&OP Process to Customers | p. 183 |
| The S&OP Process in Service Industries | p. 189 |
| Types of Service Organizations and Applicability to the S&OP Process | p. 189 |
| The Difference in a Service Organization | p. 193 |
| Implementing the S&OP Process | p. 195 |
| Steps for Successful Implementation | p. 195 |
| Education of All Parties | p. 196 |
| Establishment of Goals and Vision | p. 197 |
| Organization Structure for Change | p. 200 |
| Measurements and Data Collection | p. 201 |
| Accountability and Management Systems | p. 201 |
| Documentation | p. 201 |
| Training for Sustainability | p. 202 |
| Ratcheting the Goals When Appropriate | p. 202 |
| Closing | p. 202 |
| S&OP Check Sheet for Excellence | p. 203 |
| When and How to Celebrate Success in the S&OP Process | p. 207 |
| Glossary of Terms | p. 211 |
| Index | p. 219 |
| Table of Contents provided by Ingram. All Rights Reserved. |
