The Sales & Operations Execution (S&OE) process has been especially critical to manage the pandemic crisis and for some companies the focus shifted excessively to short term firefighting. One interesting insight: The 𝐥𝐞𝐬𝐬 𝐢𝐧𝐯𝐨𝐥𝐯𝐞𝐝 the 𝐂-𝐋𝐞𝐯𝐞𝐥 board is in the operational execution, the better. A solid S&OE process is run 𝐛𝐨𝐭𝐭𝐨𝐦 𝐮𝐩 – escalation to the Executive S&OP Board level is required by exception only.
𝓸𝓽𝓱𝓮𝓻 𝓲𝓷𝓼𝓲𝓰𝓱𝓽𝓼
RESPONSIBILITIES:
-Sales and Supply Chain in the lead, Finance to support, clear 𝐑𝐀𝐂𝐈 required
INPUT:
-S&OP Plan + assumptions, FC consumption, inventory, demand and supply risks, customer priorities,…
PROCESS:
-weekly 𝐝𝐫𝐮𝐦𝐛𝐞𝐚𝐭, urgent issues are dealt with immediately
-constant 𝐚𝐥𝐢𝐠𝐧𝐦𝐞𝐧𝐭 𝐨𝐟 𝐝𝐞𝐦𝐚𝐧𝐝 & 𝐬𝐮𝐩𝐩𝐥𝐲 in weekly buckets
-focus on 𝐞𝐱𝐜𝐞𝐩𝐭𝐢𝐨𝐧𝐬 and changes versus last week’s agreements
-transparency about essential (and non-essential!) priorities via structured 𝐞𝐬𝐜𝐚𝐥𝐚𝐭𝐢𝐨𝐧 process
-𝐠𝐨𝐯𝐞𝐫𝐧𝐚𝐧𝐜𝐞 to continuously improve S&OE and S&OP
METRICS, REPORTS
-Net Sales, Gross Profit, LIFR, OTIF, backorders,…
TOOLS
-allocation tool, map industrial constraint and flexibility, automatic reason-coding and prioritization
BEHAVIOURS
-focus on 𝐚𝐜𝐭𝐢𝐨𝐧𝐬 & 𝐝𝐞𝐜𝐢𝐬𝐢𝐨𝐧𝐬
-good 𝐩𝐫𝐞𝐩𝐚𝐫𝐚𝐭𝐢𝐨𝐧, sharp and punchy meetings
-learning attitude to understand E2E 𝐢𝐧𝐭𝐞𝐫𝐝𝐞𝐩𝐞𝐧𝐝𝐞𝐧𝐜𝐢𝐞𝐬
𝒴𝓸𝓊 𝓌𝓸𝓊𝓁𝒹 𝓁𝒾𝓀𝓮 𝓉𝓸 𝒾𝓂𝓅𝓇𝓸𝓋𝓮 𝓎𝓸𝓊𝓇 𝒮&𝒪𝓔 𝒶𝓃𝒹 𝒮&𝒪𝒫?
Or would like to join our iBsing pioneers network for S&OP / IBP practitioners with cost-free biweekly calls?
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