康佳物流整合项目咨询全案100m-sop cft.16july

销售与运营计划Introductionto

SALESANDOPERATIONSPLANNING16thJuly‘03沈德森RogerSanderson销售与运营会议及其‘大体’流程；7月16日IntroductiontoS&OP;16thJuly.AGENDA会议议程WhatisS&OP?Whydoweneedit?S&OPProcessExamples-PlatformforSuccess什么是销售与运营计划流程为什么我们需要？销售及运营流程–要实现成功的平台生产职责DepartmentRoles销售与运营计划是一个综合管理流程，它能让高管层团队保持重点方向并协调组织内部的各个职能部门Salesandoperationsplanningisanintegratedmanagementprocessthroughwhichtheexecutiveteamcontinuallyachievesfocusandalignmentbetweenallthefunctionsoftheorganization.什么是销售与运营？-“教科书”

WhatisS&OP?–the“textbook”销售与运营计划是在每月的基础上由高层管理所领导的一个流程,各阶段的项目AProcessLedbySeniorManagementThat,OnaMonthlyBasis,EvaluatesTime-phasedProjections,什么是销售与运营–“教科书”

WhatisS&OP?–the“textbook”

ForProductDemand

(Salesvolumes),

ForSupply

(MaterialProcurement,Production,Inventory),

ForNewProductsandtheConsequentFinancialResults产品需要

（销售量）

采购供应（材料采购、生产、库存）

新产品随之而来的财务效益S&OP会议S&OPMeeting开始START需求回顾DemandReview供应回顾SupplyReview财务回顾FinanceReview绩效评估与资源PerformanceMeasuresandResources什么是销售与运营–“教科书”

WhatisS&OP?–the“textbook”ItIsADecisionMakingProcessToEnsureThatTheTacticalPlansInAllBusinessesFunctionsAndLocationsAreAlignedAndInSupportOfTheCompanyStrategy销售和运营计划流程的目的是让管理层在一个运营计划上达成一致意见，将重要资源分配给最能经济有效地满足客户需要的项目TheObjectiveofS&OPIsfor

ManagementtoReachaConsensusona

SingleOperatingPlan

WhichAllocatesCriticalResourcestoMostEffectivelyandProfitablyMeetCustomer’sNeeds.它是一个决策流程,用于确保公司各职能部门和地区的战术计划与公司的战略保持一致.什么是销售与运营–“教科书”

WhatisS&OP?–the“textbook”什么是销售与运营？-实际操作WhatisS&OP?–the“reality”一套系统，定期举行的流程……

迫使市场和销售就将来的促销计划和销量达成共识Asystematic,drumbeatprocessthat……forcesMarketing&SalestoagreeforwardPromotionplans&Salesvolume迫使市场和销售与运营部门沟通并执行这些计划forcesM&Stocommunicate&committothoseplanswithOperationalfunctions(Production,Planning,Finance)使运营部门致力于支持这些计划getsOperationscommitmenttosupportthoseplans使每个部门都在这些计划的执行工作上付起责任holdseachFunctionaccountabletoexecutetheplans评估执行工作的成功/失败measuresthesuccess/failureoftheexecution总结成功/失败经验，改进将来计划的执行工作usesthesuccesses/failurestoimproveexecutionofthefutureplans为“计划”和财务结果提供重要的连接手段providescriticallinkbetweenthe“plans”&theFinancialresults一套系统，定期举行的流程……

迫使市场和销售就将来的促销计划和销量达成共识Asystematic,drumbeatprocessthat……forcesMarketing&SalestoagreeforwardPromotionplans&Salesvolume迫使市场和销售与运营部门沟通并执行这些计划forcesM&Stocommunicate&committothoseplanswithOperationalfunctions(Production,Planning,Finance)使运营部门致力于支持这些计划getsOperationscommitmenttosupportthoseplans使每个部门都在这些计划的执行工作上付起责任holdseachFunctionaccountabletoexecutetheplans评估执行工作的成功/失败measuresthesuccess/failureoftheexecution总结成功/失败经验，改进将来计划的执行工作usesthesuccesses/failurestoimproveexecutionofthefutureplans为“计划”和财务结果提供重要的连接手段providescriticallinkbetweenthe“plans”&theFinancialresults什么是销售与运营？-实际操作WhatisS&OP?–the“reality”为什么我们需要销售与运营计划WhydoweneedS&OP?S&OPwillnotfixtheseissuesbyitself–itisnota“quickfix”forallproblems!!But,itdoesprovideabusinessprocess&frameworkfortheissuestobeidentifiedandaddressed.S&OP&PVMarecomplimentary….botharecross-functionalS&OPisaboutoperationalexecution&resultsPVMisaboutprocessandremovingthebarrierstoresults销售运营计划本身并不能解决这些问题–它不是“万金油”！！但是，它的确能为公司提供一个发现问题和问题操作上的流程和框架销售运营计划和PVM方法是相辅相成的….

两者都是要跨功能的

销售与运营计划是有关操作执行和结果上的PVM是有关流程并排除达到结果的问题障碍销售及运营流程–要实现成功的平台TheS.&O.P.Process–PlatformforSuccess

IssuesResolutionProcess(Pre-meeting&CoreTeammeeting)

问题的解决流程（预备会议和核心团队会议）CommonLanguage

共同语言AgreedPlanning&OperationalLeadTimes&PromotionActivitytimelines

就计划和运营的总体时间以及促销排期达成共识Standardformats,drumbeatsforreviewingPromotionActivity,&Data

标准格式，定期回顾促销活动和有关数据Pre-meetingmembersandS&OPProcessownercommitted&involvedintheprocess预备会议成员和销售与运营流程负责人参加并致力于该流程Marketing/PromotionalPlanreview&revision(JointSales&MarketingCFT)市场营销/促销计划–回顾及修正（销售及市场CFT联合会议）MonthEndCut-off&DataAccumulation(AllDepartments)

月末数据汇总及截止日期（所有部门）SalesForecastpreparation(Sales)

准备好销售预测（销售部）Material,ProductionCapacity,LogisticsPlansreview(SupplyChain)

原材料，生产能力，物流计划回顾（供应链）

FinalplansagreedinprincipleatS&OPPre-meeting(AllDepartments)

各部门就最后的计划在原则上达成一致（各部门）(S.&O.P.meetingapproves/modifiesplans)

（销售及运营会议通过/修订计划）Minutes&approvedplansdistributed(SupplyChain)

发布通过的计划和会议纪要（供应链）上个月LastMonth本月ThisMonth下个月NextMonth销售与运营流程：会前及会后工作TheS.&O.P.Process;Pre-&Post-MeetingActivities有效的销售与运营会议的关键因素！！ThesePre-MeetingactivitiesarecriticaltoeffectivenessofS&OPMeeting!!销售与运营会议–结果（例）TheS.&O.P.Meeting–es(e.g’s)对销售预测，市场营销活动，供应链计划批准进行的修改总部促销计划达成一致–继续/不做批准销售预测新产品上市计划–继续/不做采购/生产/物流计划支持确认需要“立即反应”或计划外的促销活动应采取的行动。如：分公司地区AgreedrevisionstoSalesforecasts,Marketingactivities,SupplyChainplans“Go/NoGo”AgreementtoHQPromotionalplansSignofftoSalesForecasts“Go/NoGo”toNewProductlaunchplansSupportingProcurement/Production/LogisticsPlansconfirmedActionsrequiredtosupport“immediateresponse”orunplannedpromotionalactivities,e.g.fromRegions销售及运营流程–要实现成功的平台TheS.&O.P.Process–PlatformforSuccess

IssuesResolutionProcess(Pre-meeting&CoreTeammeeting)

问题的解决流程（预备会议和核心团队会议）

CommonLanguage

共同语言AgreedPlanning&OperationalLeadTimes&PromotionActivitytimelines

就计划和运营的总体时间以及促销排期达成共识Standardformats,drumbeatsforreviewingPromotionActivity,&Data

标准格式，定期回顾促销活动和有关数据Pre-meetingmembersandS&OPProcessownercommitted&involvedintheprocess预备会议成员和销售与运营流程负责人参加并致力于该流程销售及运营流程–要实现成功的平台TheS.&O.P.Process–PlatformforSuccess

IssuesResolutionProcess(Pre-meeting&CoreTeammeeting)

问题的解决流程（预备会议和核心团队会议）CommonLanguage

共同语言

AgreedPlanning&OperationalLeadTimes&PromotionActivitytimelines

就计划和运营的总体时间以及促销排期达成共识Standardformats,drumbeatsforreviewingPromotionActivity,&Data

标准格式，定期回顾促销活动和有关数据Pre-meetingmembersandS&OPProcessownercommitted&involvedintheprocess预备会议成员和销售与运营流程负责人参加并致力于该流程Marketing市场SalesDpt.HQ总部销售部Sales-Sub’s分公司销售Procurement采购Planning计划Production

生产质检Q.C.物流Logistics周-10-9-8-7-6-5 -4-3-2-10+1+2PromoAppd.byS&M.Dir.Mktg.Proposalincl.3mth&12mthFcst.PresentedatS&OPPre-meetingSub.FeedbackOK?ProduceL.Qty+StockConsol.Reqmts.FinGdsInspctnL.Qtyavail.fortrsptPlan&PurchaseProd’nPlanHQSalesAdviceArtworkAppd.ArtworkPrep’nArtworkDesignActivityPromotionType=PackagingChange销售及运营流程–要实现成功的平台TheS.&O.P.Process–PlatformforSuccess

IssuesResolutionProcess(Pre-meeting&CoreTeammeeting)

问题的解决流程（预备会议和核心团队会议）CommonLanguage

共同语言AgreedPlanning&OperationalLeadTimes&PromotionActivitytimelines

就计划和运营的总体时间以及促销排期达成共识

Standardformats,drumbeatsforreviewingPromotionActivity,&Data

标准格式，定期回顾促销活动和有关数据Pre-meetingmembersandS&OPProcessownercommitted&involvedintheprocess预备会议成员和销售与运营流程负责人参加并致力于该流程建议模式“STRAWMAN”+财务部的促销成本效用+PromotionCostEffectivenessfromFinanceDeptmt.CurrentMonth销售与运营流程-经常遇到的典型问题TheS&OPProcess-TypicalProblemsExperiencedDataAvailabilityDataAccuracyDataCollection&ConversionDataDefinition-unitsofmeasure,familylevelsSeniorManagementlackunderstandingofthebusiness’processes

没数据

数据不准确数据收集及转化处理

数据的定义–测量单位，划分标准

高管层对整个业务流程不够了解销售及运营流程–要实现成功的平台TheS.&O.P.Process–PlatformforSuccess

IssuesResolutionProcess(Pre-meeting&CoreTeammeeting)

问题的解决流程（预备会议和核心团队会议）CommonLanguage

共同语言AgreedPlanning&OperationalLeadTimes&PromotionActivitytimelines

就计划和运营的总体时间以及促销排期达成共识Standardformats,drumbeatsforreviewingPromotionActivity,&Data

标准格式，定期回顾促销活动和有关数据

Pre-meetingmembersandS&OPProcessownercommitted&involvedintheprocess预备会议成员和销售与运营流程负责人参加并致力于该流程主要观点KeyPointsRememberthatyouaredealingwithpeopleDevelop&communicateaformal,livingS.&O.P.processDevelop&communicateyourobjectives&strategiesDocument&distributeapprovedplansGettheS.&O.P.teamtoworkontheirresponsibilities&accountabilitiesMeasureyourPerformance&worktotheTargets

记得你是在和人打交道

建立起一套正式的销售与运营流程，并保证实现有效沟通

建立你的目标和策略并进行沟通

记录存档并发布通过的计划

销售及运营团队要负起责任来

测评你的表现及工作达标情况销售及运营流程–在预备会议里的角色职责TheS.&O.P.Process–DepartmentalRoles市场营销职责：领导整个促销计划活动和排期的讨论，预期销售量，促销预算/成本，并将销售与市场联合CFT会议的有关决策进行反馈，确认并批准最终的促销/新品规格MarketingRole:toleaddiscussiononoverallpromotionalplanactivities&timings,marketingexpectationsonvolumes,promotionbudgets/cost,providefeedbackfromjointSales/MarketingCFTdecisions,confirmpromotion/newproductspecificationsfinal&agreed.销售职责：提供销售量的预测，并确认实现产品/促销上市目标的销量需求，回顾过去/目前销量情况，销售计划完成情况，吸取并学习执行过程中的经验教训，回顾计划并提供修改意见，确保有效的片区执行工作SalesRole:toprovidesalesvolumeforecasts,toconfirmvolumerequirementstomeetproduct/promotionlaunchtargets,toreviewpast/currentvolumeperformancev.plans&identifyCOL’sfromimplementation,toreviewplans&proposechangesthatensureeffectivefieldimplementation.财务职责：就每个促销活动的成本和销售收入情况进行汇报，按照产品品类的年度目标跟踪并汇报目前的销售收入表现FinanceRole:toreportthecosts&revenueperformanceforeachpromotionalactivity,totrack&reportcurrentrevenueperformancebyproductfamilyv.annualtargets供应链（计划和采购）职责：建立会议制度，流程和目标，召集并协办预备会议，汇总预备会议的虽有信息/报告并提交给销售与运营核心团队，根据销售/市场预测制定大体的生产计划和物料计划，并将产能和库存中出现的限制问题在会上进行汇报需求解决途径，回顾整体的计划结果、监督计划的有效执行情况，编制并报告销售与运营绩效测评指标SupplyChain(Planning&Procurement)Role:toestablishmeetingrules,process&objectives,toconvene&facilitatethePre-meeting,toconsolidateallinfo./reportsfromPre-meetingandsubmittoS&OPCoreteam,toprepareRCCP&MaterialplansfromSales/Marketingforecasts&reportanyCapacity/Inventoryconstraintsforresolutioninthemeeting,toreviewoverallplanresultsandmonitor/reporteffectivenessoftheplan&theexecution,tocompile&reportS&OPmeasures销售及运营流程–在预备会议里的角色职责TheS.&O.P.Process–DepartmentalRoles生产职责：提供生产能力限制问题的解决方法，主动有效的支持计划的执行，持续的寻求压缩周期时间和库存水平的机会和方法Fulfillment(Production)Role:tooffersolutionsforcapacityconstraints,toproactivelysupporteffectiveexecutionofplans,tocontinuouslyseekcycletime&inventoryreductionopportunities.新产品开发职责：新产品开发项目的进展情况，并就影响新产品有效、准时上市的问题和障碍进行及时反映N.P.D./R&D.Role:toupdatestatusonNPDactivities,andadviseanybarrierstoeffective