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Sales and Operations Planning Integrating the Business



This course is focused upon better business performance, through better planning and control of the business by top management. Sales & Operations Planning (S&OP) is the traditional name for the process, although some have tried to introduce alternative titles, such as Integrated Business Management and SOFplan – Sales, Operations and Financial Planning. The process is about ensuring that the top-level plans in the business – covering product management, sales, marketing, operations, resources, finance, engineering, human resources, IT – are all balanced to achieve the strategic plans of the organization, in the medium to long term.

Course Objectives:

At the end of this course the participants will be able to: 

  • Ensure that participants understand what Sales & Operations Planning.
  • Explain the objectives of the process and the benefits that can be achieved.
  • Describe the 5 phases of the monthly S&OP process, and to ensure that participants can recognize the appropriate people to be involved in each phase.
  • To ensure that top management realizes S&OP is their process; they are responsible for making it work for them.
  • Realize that it is the preparation performed by people below the top-level that allows the process to work effectively and efficiently.
  • Prepare people to go back to their companies, ready to implement S&OP.
  • Plan for those implementations to be a success in achieving improved business performance.

Targeted Audience:

  • Managers among all managerial levels
  • Supervisors
  • Team leaders
  • Also, the course is suitable for all the staff among all levels or departments

Course Outlines:

Unit 1: Introduction to Sales & Operations Planning:

  • Why do organizations need S&OP?
  • Where does it fit in the hierarchy of ERP and Supply Chain systems?
  • What are the benefits that can be achieved?
  • Who does what?
  • An introduction to the 5 step Sales & Operations Planning process.
  • Step 1 of the process.
  • Managing the product or service portfolio.
  • New product introduction, phasing out old products.

Unit 2: The Demand Planning Phase:

  • What is the overall objective of demand planning?
  • The essential difference between forecasting and demand planning.
  • The inputs to the demand planning process.
  • The logic of demand planning.
  • The outputs from demand planning – the data required to be passed on.
  • Demand planning exercise.
  • Demand planning & demand management.
  • The demand planning meeting.

Unit 3: The Supply & Resource Planning Phase:

  • What is the overall objective of supply and resource planning?
  • The inputs to the supply planning process.
  • The logic of supply planning.
  • The outputs from supply planning – the data required to be passed on.
  • The inputs to resource planning.
  • The logic of resource planning.
  • The outputs from resource planning – the data to be passed on.
  • A supply and resource planning exercise.
  • The supply & resource planning meeting.

Unit 4: The Integration and Reconciliation Phase:

  • What must be integrated?
  • What must be reconciled?
  • Who must be involved?
  • What is the agenda for the pre-S&OP meeting?
  • The importance of the financial numbers.
  • Identifying gaps between the budget and the S&OP numbers, and discuss potential action plans to close the gaps.
  • Planning the agenda for the executive S&OP meeting.
  • Publishing the information for senior management.

Unit 5: The Executive Sales & Operations Planning Meeting:

  • Who must be involved? Who runs the meeting?
  • The agenda for the S&OP meeting.
  • The review of each family to consider the balance of demand and supply.
  • The review of the overall financial numbers.
  • Decisions to be taken, the minutes of the meeting.
  • Identifying what can be improved in the next cycle.
  • Beyond plant level S&OP.
  • Software advances to support the process.

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