Sales & Operations Planning in a Global Supply Chain

Transcription

1 Sales & Operations Planning in a Global Supply Chain Based on the New Book: Sales & Operations Planning Best Practices: Lessons Learned from Worldwide Companies by John Dougherty & Chris Gray John R. Dougherty Senior Partner Partners for Excellence Part 1 The S&OP Process 1

2 Definition Sales & Operations Planning is a Decision-Making Process to Balance Demand & Supply (at the Volume Level) and to Integrate Financial & Operating Plans The Monthly S&OP Process Step #5 Executive S&OP Meeting Decisions Authorized Game Plan Step #1 Data Gathering End of Month Step #2 Demand Planning Step #3 Supply Planning Statistical Forecasts Sales & Marketing Inputs Step #4 Partnership Meeting Management Forecast 1 st -pass time-phased plan (with new forecast) Capacity Constraints 2 nd -pass time-phased plan (with new production plan) Recommendations & Agenda for Exec Meeting 3 rd -pass time-phased plan (consensus, alternatives, what-ifs) 2

3 Part 2 The Companies Location: Collective Company Profile Australia, Denmark, France, Mexico, Belgium, U.S. Annual Sales: Low: $28 million High: $10 billion + Duration of Use: < 4 Years > 12 Years 3

4 Collective Company Profile: Products Castings Chemicals Clad metal components Compressors Fertilizer Film & Photo Equipment Girl Scout Cookies Ice cream cups, cones & equipment Industrial Heaters Packaging Pharmaceuticals Medical Products Soft drinks Cast Fab Technologies PYOSA (Mexico) EMS Danfoss (Denmark - France) The Scotts Company AGFA (USA Belgium) Interbake Norse Dairy Systems Eclipse Amcor (Australia) Eli Lilly Unicorn Medical Company* Coca Cola (France - USA) *Pseudonym Companies with Global Supply Chain Characteristics 8 of 13 Sell Globally 8 of 13 use Offshore Sourcing 7 of 13 use Contract Manufacturing 9 of 13 have Matrix Organizations 8 of 13 employ Supply Chain Management techniques ONLY 4 of 13 use a Global S&OP Process 4

5 Coca-Cola Midi (France) Hundreds of millions in sales 220 employees Toulon and Signes, France Soft drink concentrate and juice beverage bases for Europe, Asia and Africa ~700 SKUs: 79,000 tons Using S&OP since early 1990s S&OP cycle starts 2 weeks prior to the end of the month process completed and approved new plans 4 days into the new month Coca-Cola Midi (CCM) Supply Chain Management 72% of product volume completely produced and handled by fruit juice processors CCM coordinates multiple services for delivery of juices from juice processors directly to Coca-Cola bottling operations, third-party packers and other customer locations, including: -- Quality assurance and supplier development including juice testing and release, packaging compatibility testing, supplier auditing, and trouble shooting -- Strategic procurement including supplier selection, value analysis, contract negotiation, demand management -- Supply chain management covering materials management, co-packer coordination, transportation and warehouse management -- All coordinated through S&OP 5

6 Coca-Cola Midi Operational Benefits Customer Service Inventory Obsolescence Freight Costs UP DOWN DOWN DOWN Coca-Cola Midi: S&OP Lessons Learned the backbone for all planning, manufacturing and supply chain activities enables disciplined and formalized communications across the company helps to manage 3 rd party manufacturing Synchronization of multiple suppliers Multiple links in the supply chain: supplier, co-packer, distribution, sales facilitated transition from low mix/high volume environment to high mix/medium volume 6

7 Unicorn Medical Company Over $700 million in sales Over 4000 employees Merger of 5 divisions from other companies HQ + 4 plants in U.S., 1 in Europe Medical devices and consumable products Unicorn Medical Company Operational Benefits Customer Service UP to 98+% Inventory Lead Times DOWN by $100 mil. DOWN* * S&OP + Lean Manufacturing 7

8 Unicorn Medical Company: S&OP Lessons Learned the glue to bring together 5 different businesses a consistent, structured approach to analysis and decision-making, and thus... vital for effective global matrix management the forum for top management to monitor progress in Lean Manufacturing, TQM/6 Sigma, and others. Eli Lilly $12+ billion in sales, 130 Lilly sales affiliates, 43,000 employees in 146 countries and inventory of $1.7 bil Specializes in neuroscience, oncology, diabetes, primary care and women s health 65 products -- 8,000 SKU s Corporate HQ in Indianapolis, Indiana 20+ global manufacturing sites in 12 countries, organized by manufacturing technology and type of product in 4 global network groups 8

9 Eli Lilly contd. 80-3rd party manufacturers in 33 countries Supply chain management along with MRPII/ERP, forecasting by country, DRP & APS coordinated by corporate SCM group strong emphasis on product life cycle stages Focus on growth via new product innovation rather than through mergers and acquisitions Eli Lilly Operational Benefits The benefits are not cost reductions, but revenue generation at the most affordable and optimal cost! New Products 10 in 3 years, no lost sales (5 X the industry average) Customer Service close to 100% Capital Spending Inventory $80 million avoided down by $19 million 9

10 Eli Lilly: Lessons Learned New Products The value of S&OP at Lilly has been the ability to launch all of our products in a very complex environment without adding significant cost, resources or inventories. We have managed a strong customer service performance metric while controlling our growth in assets. Forecast monthly by country sales affiliates for years 1 2; by global product marketing quarterly for years 3 7 S&OP coordinates time-phased product launches by country Production responsibility assigned as part of S&OP supply planning, concurrent with outsourcing of off-patent products Eli Lilly Lessons Learned: Global Supply Chain Great dependence upon supply chain principles, organization and processes to effectively manage: coordinated forecast updates through 4 regional demand management centers for distribution through 60+ local distribution centers the supply plans of 20+ plants & 80 3 rd party manufacturers, through 4 quarterly global network partnership and executive meetings outsourcing products for capacity increases offloading late life cycle products to make room for new products adding 3 new manufacturing sites with S&OP providing a forum to manage, approve and communicate change effectively 10

11 Part 3 Global Issues Managing a Global Demand Chain Major Global customers and sales organizations = separate demand streams, segments, subfamilies or even families in the forecasting/demand planning step If supply and demand are aligned regionally, or by product line -- separate S&OP families, and sometimes regional/product line partnership and executive meetings review responsibilities and performance 11

12 Managing a Global Supply Chain Global suppliers, plants and contract manufacturers = separate suppliers with longer leadtimes for capacity planning and supplier management & scheduling Dominant suppliers, plants and contract manufacturers = subfamilies or even families in the supply/production planning step If supply and demand are aligned regionally, or by product line -- separate S&OP families, and sometimes regional/product line partnership and executive meetings review responsibilities and performance Global S&OP Processes Could involve multiple divisions of the same company Sales by region, but supply/production by designated manufacturing source Matrix organizations responsibility without direct authority 12

13 Global S&OP Challenges Wider understanding, engagement and commitment Data acquisition difficulty: format and timing Inconsistent KPI s Varying data display and formatting Conflicting operating objectives Communication difficulties Additional S&OP steps required Data Gathering & Review Demand Planning (Region, Country, Bus. Unit, etc.) Typical Multi-Site, Global S&OP Time Line Supply Planning (Region, Plant, Prod. Line, Bus. Unit etc.) Partnership, Meetings Business Unit Executive Meetings Global Consolidation & Reconciliation Global S&OP Executive Meeting 13

14 SUMMARY S&OP coordinates global demand and supply chains resulting in: Better customer service (up 10 to 40%) Lower inventories (down 12 to 70%) Lower costs, higher profits More effective implementation of other business process improvements For people: improved communication, accountability, empowerment and teamwork Enhanced customer relationships through better visibility and planning Questions and Answers John R. Dougherty Senior Partner Partners for Excellence 100 Fox Hill Rd. Belmont, NH