Sales, Inventory, Operations Planning (SIOP) August 6, 2020
Sales, Inventory, Operations Planning (SIOP) Strategic & Financial Planning Customer Service Quality Material Planning R&O/Mfg Planning one consensus plan Demand Forecasting & Planning Supply Planning Engineering
SIOP—Definition and Expectations APICS Industry Standard Definition: 1. 2. Strategically directs the business Integrated and aligned plans (Financial, Demand, Production, Supply, Inventory, Backlog, NPD and Capacity) 3. 4. 5. 6. 7. Open Communication Venue Plans to address gaps (action) Execution and accountability Alignment Executive Sponsorship WHAT SIOP SHOULD BE USED FOR Drive high level forecast (not replenishment) to suppliers Production, capacity, and market right sizing Align business, financial, and operations plans Track execution to plan Create action plans for gaps (financial, production, and supply) A process to develop tactical plans that provide management the ability to strategically direct its business to achieve competitive advantage on a continuous basis by integrating customer-focused marketing plans for new and existing products with the management of the supply chain. The process brings together all the plans for the business (sales, marketing, development, manufacturing, purchasing, and financial) into one integrated set of plans. The process must reconcile all supply, demand, and new product plans at both the detail and aggregate levels and tie to the business plan. MISCONCEPTIONS OF SIOP Used for SKU level component replenishment (best in class SKU level component requirements still less than 70%) Used as an MRP system Just a Sales and Marketing exercise A once a month process
SIOP Process Overview Demand Supply Executive SIOP Reconciliation Participants Demand Planning Participants Sourcing Participants Production Control Participants Executive Team Sales Operations Demand Planning Operations Management Marketing Distribution Central Planning Sales Management Product Management Production Control Finance Finance Tactical Purchasing Central Planning Central Planning Central Planning Key Activities Historical Sales Review Key Activities Capacity and production planning Key Activities Gap Analysis and Resolution Market Intelligence Review Forecast Accuracy Review Develop Unconstrained Demand Plan Key Activities Final Plan Approval Market (Super, WIP, FG) Inventory Analysis Review significant business changes Team consensus
Demand Phase Inputs Outputs Historical Demand Review (12 month min. preferred) Demand Forecast Level by SKU, (unconstrained) 6 month minimum Forward Market Intelligence / Assumptions o Promotions o Special Events o Customer Knowledge (new / deleted) Financial Revenue Plan to Forecast Plan Comparison o Identify Gaps and Potential Solutions New Products Sales Confirmed Bookings / Backlog Obsolescence Forecast Accuracy Review Variable If not same, when? If never, why? Demand Review Level (product / process family min.) Business / Customer driven (ie – big box retail done at a SKU level) Demand Review Forum and Ownership As long as GBU lead, organizational structures will vary Forward Forecast / Demand Methodology Business / Customer(SKU) driven Modeling Tool (APO, Demand Solutions, BI w/ Macro) TBD – pending funding and determination of best solution (2011)
Supply Chain Phase Inputs Outputs Demand Forecast Level by SKU, (unconstrained) 6 month minimum Key Production capacity Key supplier capacity Historical performance to plan o OTD o Past Due ’s to Customer Production Backlog Inventory Position / Targets Preliminary Production Plan o Inventory o Build Schedules o Productivity Forecast o Earned Hours Required o Capacity Constraints – Labor / Machinery o Staffing Level Gaps and Potential Solutions Variable If not same, when? Production Performance Review (assumption of Hour/Hour and TAKT review) As dictated by lean implementation plans across GBU’s Production Plan Format Q4 202X If never, why?
Reconciliation Phase Outputs Inputs Preliminary Production Plan Inventory Demand Plan Financial Plan (X Y) Gaps Potential Gap Resolution(s) Variable If not same, when? Unresolved Gaps o Headcount, capital investment, manpower adjustment, etc. Proposed Business Plan Revised Production Plan Significant changes to Demand and/or Supply Plans Proposed Scenarios If never, why?
Executive SIOP Phase Inputs Outputs Fiscal Period (4/4/5) Cross Functional Meeting Complete Participation Reconciliation Phase Outputs Candor Presidential Sponsorship Variable Functional Level Attendance (buyers, production supervisors, etc.) If not same, when? Team Consensus Final Business Plan Final Production Plan Action Plans (RCCM) If never, why? Functional leads at a minimum but up to the GBU discretion beyond that.
Appendix Demand Sequence Supply Chain Sequence Pull historic data into your chosen modeling tool (Demand Solutions/APO/BI/etc) in gross units (see glossary) by financial period (4-4-5 month). Convert the data to a useable format for use in developing the Production Plan. This may involve loading the data into your ERP system and spinning through MRP to see net requirements Make sure to use the order due date, not the ship date so the forecast is based on when the customer wanted the product Generate a statistical forecast (spin the data through your modeling software) Review and make adjustments to the statistical forecast based on feedback from multiple inputs (Product Managers/Sales Managers/etc) Compare resulting adjusted forecast to financial plan (using average selling price x unit forecast), make adjustments as necessary (financial forecast should be very close to the unit forecast) The final, adjusted demand plan is then passed to the Supply step Develop the Production Plan. This can include Dayson-Hand Target Inventory, Past Due requirements, Backlog, Internal Capacity Concerns and Prior Period Performance, Supplier Constraints. The production plan format and calculation may vary by site and division. Some examples are attached for reference. In some cases, the updated production plan will be updated into the ERP/MRP system to show net component requirements for supply chain The supply team then evaluates the plan and identifies/elevates/resolves any concerns Note that how the information is passed from demand to supply teams may vary by division due to differences in modeling tools and ERP systems
Glossary of Appendix Terms Gross Units - This includes all outbound units by SKU including warranty and promotional sales. In most cases, do not include returns in the calculation Average Selling Price – Net Order Value/Gross outbound units. Used to tie units forecast to the Financial plan. Use a 6-month minimum time horizon, being aware of the potential impact of promotional programs and price increases will have on average selling price – you may want to adjust the time horizon based on one-timeonly promotions or the average selling price based on known future price increases Forecast Accuracy (time horizon) – Use one level up from the SKU forecast (product family, in most cases), use forecast units, measure the actual vs the forecast provided for that period 2 months prior 1-( Forecast-Actual /Forecast) Forward Forecast Horizon – use 6-months as a minimum
Demand Screen Format / Template
Production Plan Template Sanford Example P10 IG Pumps Regular Workdays Scheduled Production Days Units Hrs/Day or Shift Shifts Current Capacity DSFM Sales Forecast [Ref Only] Expected Sales of MTS Total Expected Sales MTS Build 83% ATO 17% Total Projected Build Projected Inventory Daily Rate (Scheduled Days) Daily Rate (Regular Workdays Days) *Production Capacity Can Flex /- 20% RV INV Start 4,285 SEP Sanford 5 OCT Sanford 20 NOV Sanford 18 DEC Sanford 22 JAN Sanford 20 5 36 8.5 2 3057 0 1,067 1,135 3,400 68 3468 6618 694 611 21 36 9.3 2 13974 0 11,363 13,374 11,963 2,011 13974 7218 665 699 14% 709 9.4 593 2,449 21 18.50 35.97 2 19 36 9.3 2 12643 0 12,854 15,300 10,197 2,446 12643 4562 665 702 1% 24 36 9.3 2 15971 0 15,445 19,430 11,986 3,985 15971 1102 665 726 3% Q1 ave 1.4 (596) 2,774 24 18.50 35.97 2 20 36 8.8 2 12590 0 8,592 10,551 10,631 1,959 12590 3141 629 629 -13% 635 4.1 347 2,153 20 17.50 35.97 3 Q4 ave I Day 770 JUN '07 Clock / Punch Run Time 8 7.25 9 8.08 10 9.08 12 9.92 DOH Planned Earned Hrs Days Hrs Req Rate 5 17.00 35.97 5.9 (452) 2,186 19 18.50 35.97 2
Production Plan Template Anoka Example Updated 10/18/10 101E Production Days Sales Days BOOKINGS FORECAST Actuals Bgks D/R PRODUCTION PLAN Actuals Prod D/R INVENTORY Backlog - Time Phased Backlog AVAIL Inventory AVAIL DOH AVAILABILITY/DRA CM-2 244 Models MSO - LINE 1, 1-2 DR. - STD Jul-10 Aug-10 Sep-10 Oct-10 Nov-10 Dec-10 Jan-11 Feb-11 Mar-11 19 20 24 20 18 22 19 20 19 20 24 20 18 22 19 20 ACTUALS (Units) PLAN (Units) 1413 1514 1796 1579 1424 1748 1506 1538 1406 1477 1924 74 74 80 79 79 79 79 77 1808 1943 2038 1760 1424 1748 1506 1538 1365 1717 1960 72 86 82 88 79 79 79 77 245 289 348 507 507 507 507 507 Past Due 4 164 0 0 0 0 286 112 168 146 146 146 146 146 -41 177 180 361 361 361 361 361 -1 2 2 5 5 5 5 5 57.0% 65.2% 81.4% Current Month Time Phased Backlog does not include Oct fcst 1579 1424 1748 1506 1538 79 79 79 79 77 Sep fcst 1798 1515 1402 1685 1288 90 84 64 89 64 Aug fcst 1807 1522 1387 1666 1211 90 85 63 88 61 Jul fcst 1806 1532 1375 1674 1229 90 85 63 88 61 25 25 1886 75 1886 75 507 0 146 361 5 Past Due Quantity 1886 75 1438 58 1434 57 1449 58
SIOP Metrics What validates that SIOP is working and effective? Attendance / Engagement SQDCC Improvement
Sales, Inventory, Operations Planning (SIOP) August 6, 2020. Sales, Inventory, Operations Planning (SIOP) Strategic & Financial Planning Demand Forecasting & Planning Supply Planning R&O/Mfg Engineering Planning Material Planning Quality Customer Service oneone consensusconsensus planplan.
c h a p t e r 1 The SIOP Model and Young Learners/ 4 indicators of the protocol, you can begin to understand how closely a lesson might meet the features of the SIOP Model. The following discussion provides an overview of the model as teachers would use it for preschool learning activities
SIOP lesson plan and quiz Write lesson plan using SIOP and class discussions Program Outcome 1 : Students will be able to create and maintain a positive learning environment. Concept map, response papers, and SIOP lesson plan Class discussions, response paper, conduct &
Soviet bloc" that would be attacked, and the mechanics of the execution of the SIOP. His conclusion was simple and chilling: execution of SIOP-62 . TAB G, National Security Files, Agency Files, Box 11-12, Department of Defense, 11-63, Vol. 1, Lyndon Baines Johnson Library, Austin, Texas. The total megatonnage was 1,798 for the alert force and .
Welcome to Sales Planning . About Sales Planning 1-1. About Quota Planning 1-2. About Advanced Sales Forecasting 1-3. About Key Account Planning 1-4. Learning More About Sales Planning 1-6. Related Guides1-6. Navigating in Sales Planning 1-7. Working with Smart View 1-8. Reporting in Sales Planning 1-9. Working with the Reports Reporting .
Sales Planning 3 Sales Planning is a key function in the procedure of sales management process. Sales planning is an effective method that involves sales forecasting, demand management, setting profit-based sales targets, and the written execution steps of a sales plan. Sales Planning is the process of org
Inventory Management and Operations Just-In-Time Inventory (JIT) System - A demand (pull) method of reducing inventory level to an absolute minimum . New inventory items arrive at the same time thatthe last inventory item is placed in service. - JIT promotes: Closer coordination with suppliers Consistent quality production
1.2 Inventory planning, preparation and management 5 1.2.1 Quality system 6 1.2.2 Training, awareness and skills 9 1.2.3 Inventory planning (PLAN) 9 1.2.4 Inventory preparation (DO) 10 1.2.5 QA/QC procedures and extensive review of emission inventory (CHECK) 12 1.2.6 Finalization, publication and submission of the inventory 14
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