Introduction

Customer demands for individual attention and specialized products are transforming commerce at every stage - including the supply chain. Today's high-stakes economy requires dynamic, market-savvy sales and operations planning (S&OP) to keep pace with accelerating service demands and response times. This practical extensive course helps organizations transition from outdated supply-driven processes to new market-driven models.

On completion of this course you should be able to: 

• Use robust analytics for conducting value segmentations and simulation analyses
•  Develop a customer-centric culture and a collaborative organizational structure
• Dynamically rebalance the inventory mix to improve capacity and reduce costs
• Retool 26 management processes to achieve market-savvy S&OP.
• Gain a broad understanding of supply chain strategies, S&OP and lean manufacturing, and understand how to operate in today’s on-demand environment.
• Determine how to gain dynamic, market-savvy sales and operations planning (S&OP) to keep pace with accelerating service demands and response times.

Course Outline

Introduction

• Seven Guiding Principles of the Design of Market-Savvy S&OP

Module 1: Creating Vision

Seeing Anew from a Market-Savvy Perspective

• Market-Savvy S&OP Defined
• IBP Provides the Strategy
• Value Segmentation: The Preferred Method

Case Study: Sports Uniform Manufacturer

Competing on Time and Customer Connectivity

• The Five Fundamentals of a Value-Segment Strategy
• Portfolio versus Segment Strategies
• Segment-Level Strategies for Value Chains
• Four Traditional Value-Segment Strategy Options
• New Segment Strategies

Case Study: V-Tech

Module 2: Changing Behavior

Managing by Analytics

• The 7 Characteristics of Strong Teams
• The 7 Characteristics of a Proper Analytic
• Market-Savvy S&OP, 70 Percent Analytics

Case Study: Frozen Food Producer

Establishing a Customer-Centric Culture

• Developing a Customer-Facing Organization
• Establishing Collaboration
• Driving Collegiality
• Designing Horizontal Management Processes
• Appointing Leaders with Passion

Case Study: Goodyear North American Tire (NAT) Consumer

Module 3: Designing New Processes

Designing and Implementing Collaborative Planning (Segment-Level S&OP)

• Design Starts with Education
• Design to Implement Strategy
• Design to Align All Planning Processes
• Design with Interlocking Cycles
• Design with Collaborative Goals

Case Study: Wright Medical Technology

Designing a Rate-Based Planning Process

• RBP Applicability
• RBP Versus Traditional Scheduling Methods
• RBP Scheduling Strategy
• Cycle Planning
• Inventory Standards
• Rate-Mix Planning

Case Study: Canned Food Manufacturer

Transitioning to a New Culture of Market-Driven Supply Chain

• The Transition Plan
• Instituting the Audits and Recognizing the Team Responsible
• Looking Back
• Case Study: Medical Technology Company
• Time to Start