S&OP i dagligvarubranschen affärsplanering för ökat konsumentvärde. Henrik Hjalmarsson Findus Sverige AB

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1 S&OP i dagligvarubranschen affärsplanering för ökat konsumentvärde Henrik Hjalmarsson Findus Sverige AB

2 Agenda What are the challenges in business planning? Why Sales & Operations Planning (S&OP)? The next level Integrated Business Planning Consumer benefits from improved business planning The challenge for the industry

3 S&OP WHAT AND WHY?

4 Forecasting the base challenge for S&OP VOLUME MARKETING FINANCE SUPPLY CHAIN TIME SALES

5 How can we service the customer and consumer? SUPPLY CHAIN PLANNERS VOLUME MARKETING VOLUME MARKETING FINANCE FINANCE SUPPLY CHAIN SUPPLY CHAIN TIME TIME SALES SALES

6 How can we optimize our supply chain(s)? SUPPLY CHAIN COST DYNAMIC TRADING ENVIRONMENT SERVICE TO CUSTOMER WORKING CAPITAL (CASH) VOLUME MARKETING FINANCE?? SUPPLY CHAIN TIME SALES

7 Sales & Operations Planning SALES FORECASTING & DEMAND PLANNING SUPPLY PLANNING PRE-S&OP INTEGRATION OF PLANS S&OP FINALIZATION AND APPROVAL Analyze historical sales trends and generate demand plan based on sales activities. Review capacity and procurement plans against demand plan to determine ability to supply. Match supply and demand and generate overall supply chain view. Finalize the plan and release it to implementation. A four step process to ensure we align around one forecast, and commit our ability to supply to this forecast. Focus on balancing supply and demand to ensure supply chain optimization (trading off service against cost and cash).

8 HOWEVER.. THERE ARE MORE CHALLENGES..

9 Having the forecast aligned and balanced with supply is not enough. LEADERSHIP OUR VISION / STRATEGY With different starting points and different perspectives we are certain to see different interpretations of our vision and strategy, unless we ensure alignment.

10 Ensuring alignment to strategy Even though we had ensured we were planning the supply chain with the same input, and balancing supply and demand in line with this, how did we know we were planning in the right direction? CREATED FUTURE CURRENT REALITY INTEGRATED BUSINESS PLANNING

11 The next focus Fully joining up the business through different perspectives on the business through IBP DECISION MAKING & PLANNING CYCLE PRODUCTION AND PURCHASING PLANS, CAPACITIES, INVENTORY PLANS, INVESTMENTS CONSOLIDATION AND OPTIMISATION OF PLANS, DECISION REGARDING ACTIONS AND INITIATIVES INNOVATION DEMAND PORTFOLIO MANAGEMENT SUPPLY FINANCE LAUNCHES AND DELISTINGS, PROMOTIONS, MEDIA, COMPETITOR INTELLIGENCE, JOINT BUSINESS ACTIVITIES, SAMPLING ETC. OPTIMISATION DIRECTION CLEARLY DEFINED DECISION RIGHS ACROSS PERSPECTIVES AND FUNCTIONS

12 Focusing on assumptions not numbers What are the assumptions behind the forecast? Which are the risks and opportunities and the forecast range? The assumptions behind the plan will help us understand, believe and implement the plan Roughly right, not precisely wrong Evaluating the assumptions retroactively helps us understand our levers

13 What next? So, now we have implemented a process that is a tool to deploy and deliver our strategy. is assumptions driven planning we use clear assumptions to drive increased understanding of cause and effect we know our levers. is about managing change in our plans and recognizing the gap to our target so we can close it. forces a discussion about the forecast range and different scenarios. is a decision making process which manifests our decision rights, highlights decisions needed and sets the decision making rhythm. is the process for financial planning replaces Latest Forecast, Latest Estimate, Rolling Forecast etc. What is next?

14 The industry challenge Implementing IBP processes business by business across the industry will definitely benefit the consumer as the ability to define, design, manufacture and deliver products that the consumer needs at the time it is needed will improve, HOWEVER We could achieve this even better by linking our processes throughout the value chain. Each business has customer and consumer as starting point, but how can we link our IBP:s to create an orchestrated end-to-end value chain?

15 The next steps have already been started Fortunately the industry has already started this journey Forecasting project Service level follow up and focus The next step is to start the assumptions driven planning and focusing on forecast ranges and scenario planning Why do we expect sales to be a certain level? How do we think a distribution change will affect demand? Etc. The key to this is tying together the category perspective with the planning perspective We are the catalysts for this! Let us jointly accept this challenge.

16 THANK YOU!

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