SOP銷售和營運(yùn)規(guī)劃流程其它上課時間：

供應(yīng)鏈部負(fù)責(zé)人、運(yùn)營部負(fù)責(zé)人

銷售與運(yùn)營規(guī)劃流程（Sales & Operation Planning Process）——供應(yīng)鏈管理高級決策工具，是企業(yè)運(yùn)營的最高協(xié)調(diào)、平衡和決策系統(tǒng)，是協(xié)調(diào)市場、銷售、生產(chǎn)、采購、物流最高效的管理平臺。

S&OP的規(guī)劃過程涉及企業(yè)經(jīng)營和企業(yè)運(yùn)營管理的多個方向的議題，包括短中長期業(yè)務(wù)計劃的制定，需求與供應(yīng)的平衡，訂單履行策略的實(shí)施，供應(yīng)策略的選擇，庫存策略與服務(wù)水平的調(diào)整。通過滾動和整合的計劃方法進(jìn)行市場目標(biāo)、財務(wù)目標(biāo)、庫存目標(biāo)、服務(wù)目標(biāo)和生產(chǎn)目標(biāo)的適時和合理的調(diào)整，從而提高企業(yè)整體的運(yùn)營效率。

S&OP的實(shí)施，使企業(yè)站在戰(zhàn)略和管理層面從根源上去除企業(yè)運(yùn)營層面上的各類障礙和制約，解決運(yùn)營層面存在的困難和問題，實(shí)現(xiàn)精準(zhǔn)、靈活、經(jīng)濟(jì)的供應(yīng)。

S&OP已經(jīng)過了20多年的實(shí)踐，運(yùn)用企業(yè)還是以合資或外資為主，因?yàn)橛^念的轉(zhuǎn)換和專業(yè)人員的成長都需要一定的時間。S&OP在近期才得以廣泛應(yīng)用和普及的原因，是它的成熟度和有效性得到了企業(yè)的廣泛認(rèn)可，另一方面則是它的市場導(dǎo)向和動態(tài)平衡原理在幫助企業(yè)應(yīng)對多變的供應(yīng)鏈環(huán)境具有卓越的成效。1. 對企業(yè)運(yùn)營現(xiàn)狀的分析
* 企業(yè)所在的市場和客戶訴求的分析
* 有競爭力和高效運(yùn)營的制造企業(yè)的特征
* 識別企業(yè)內(nèi)部和外部供應(yīng)鏈、主鏈與輔鏈
* 企業(yè)運(yùn)營中的主要困難和問題

2. 介紹集成的業(yè)務(wù)協(xié)調(diào)、平衡、決策和執(zhí)行過程S&OP
* 什么是銷售和運(yùn)營計劃 對銷售和運(yùn)營計劃的錯誤理解
* 銷售和運(yùn)營計劃過程的目標(biāo)
* 多層次的銷售和運(yùn)營計劃
* 銷售和運(yùn)營計劃的過程步驟、各步驟的參與者、主要目的和目標(biāo)、輸入與輸出
* 銷售和運(yùn)營計劃過程步驟的時間框架
* 運(yùn)行S&OP系統(tǒng)的先決條件和遵循的規(guī)則
* 公司最高領(lǐng)導(dǎo)在S&OP中的角色

3. 啟動：業(yè)務(wù)回顧和關(guān)注新戰(zhàn)略行動
* 上期公司層面業(yè)績的回顧及偏差分析
* 來自組織外部和內(nèi)部對業(yè)務(wù)產(chǎn)生影響的活動
* 制定新戰(zhàn)略行動計劃
* 調(diào)整業(yè)務(wù)目標(biāo)

4. 第一步：需求回顧和規(guī)劃
* 回顧上期預(yù)測的表現(xiàn), 分析預(yù)測與實(shí)際偏差的根本原因
* 評估上期所記錄的驅(qū)動需求的假設(shè)
* 討論改善的行動方案和行動計劃
* 更新各類市場、銷售的新行動計劃
* 整合市場和銷售計劃, 生成不受限制的需求預(yù)測
* 討論并同意12~18個月滾動的受約束的需求預(yù)測

5. 第二步：供應(yīng)回顧和規(guī)劃
* 回顧上期供應(yīng)的表現(xiàn)，尋找導(dǎo)致偏差的原因
* 定期回顧計劃的參數(shù)、供應(yīng)策略、庫存策略
* 整合各資源能力, 生成初步受制約的銷售和運(yùn)營計劃和資源短缺清單
* 分析供應(yīng)的限制、制約和風(fēng)險
* 提供各種可能的選擇機(jī)會和方案
* 預(yù)見中期、長期的資源需求

6. 第三步：預(yù)備討論會 Pre - S&OP
* 整合與協(xié)調(diào)需求和供應(yīng)計劃
* 討論可行的方案，做出優(yōu)先級與取舍決定
* 生成經(jīng)評估的需求預(yù)測并最終達(dá)成一致
* 生成財務(wù)的預(yù)測
* 高質(zhì)量的信息共享和決策平臺
* 評估業(yè)績, 推動由外部市場和競爭所驅(qū)動的內(nèi)部持續(xù)改善
* 檢討運(yùn)營中存在的障礙、制約、困難和問題, 制定相應(yīng)的改善行動計劃
* 解決部門之間的沖突, 引導(dǎo)跨部門的高效合作
* 以結(jié)果為導(dǎo)向,積極推動變革管理

7. 第四步：S&OP 會議
* 設(shè)定主要業(yè)績指標(biāo)和績效評估
* 批準(zhǔn)受限制的需求預(yù)測
* 批準(zhǔn)Pre-S&OP提交的決策清單, 并解決提交的問題
* 分享Pre-S&OP 行動計劃的執(zhí)行情況

8. 執(zhí)行
* 生成最終的主生產(chǎn)計劃
* 生成各輔鏈的計劃
* Pre-S&OP, S&OP 行動計劃的執(zhí)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