SOP销售与运作计划实施经验分享

销售与运作计划管理

BASF20年学习经验分享

AlanL.MillikenCFPIMCIRMCSCP20+yearsatmajormanufacturingsitesworkinginProduction,Logistics,Process&QualityControl,IndustrialEngineering,Training,andScheduling20年以上专业制造场所从事生产，物流，流程和质量控制，工业工程，培训，和调度工作11+yearsasaSupplyChainConsultantandAPICSInstructorincludingtwoyearsinMexicoCityhelpingBASFMexicanaimprovetheirsupplychain11年以上供应链顾问和APICS讲师，包括在墨西哥巴斯夫的两年，帮助其提高供应链管理水平IdentifiedbyanindependentconsultingfirmasoneofthreeAPICSmemberswhobestanswerthequestion,“WhatisaSupplyChainManager?”由一个独立的咨询公司确定为三个APICS成员之一，并最好地回答了“供应链管理是什么？“这个问题。ServedasanSME(SubjectMatterExpert)ontheteamthatdevelopedthenewCertifiedSupplyChainProfessional(CSCP)program.作为项目专家在团队中开发新的CSCP（认证供应链专家）项目。ServedasanSMEontheteamthatdevelopedthenewCertifiedForecastingProfessional(CFP)fortheInstituteofBusinessForecasting(IBF)作为项目专家为商业预测研究所（IBF）开发了新的认证预测师（CFP）项目EngineeringDegreefromAuburnUniversityandMBAfromClemsonUniversityAuburn大学工程学学位，Clemson大学MBAObjectivesofthePresentation目标DefineformalSales&OperationsPlanning(S&OP)销售与运作计划定义DescribetheprimarystepsintheformalS&OPProcessandexplainthepurposeofeach描述标准S&OP的实施步骤，并对每个步骤进行解释说明Relatetheinputsandoutputsofeachstepintheprocess每一步骤相关的输入与输出Identifytheparticipantsinandresponsibilitiesforeachprimarystep为每个主要步骤识别主责和参与者DiscussKeyPerformanceIndicators(KPI’s)foreachstepintheprocess讨论每个步骤的关键绩效指标（KPI’s）S&OPProcessOverview

S&OP过程概述S&OPistheprocesswithwhichwebringtogetheralltheplansforthebusiness(customers,sales,marketing,development,manufacturing,sourcing,andfinancial)intooneintegratedsetofplans.S&OP是将所有业务计划（客户、销售、市场、开发、生产、资源以及财务）集成在一起的计划集。TheobjectiveofSales&OperationsPlanningistoarriveatabusiness“GamePlan”tohelpmanageandallocatecriticalresourcestomeettheneedsofthecustomerattheleastcosttodoso.S&OP的目标是帮助管理和分配关键资源，在成本最低的条件下满足客户的要求，是一套业务“游戏计划”。WhatisformalSales&OperationsPlanning?什么是销售与运作计划？Source:APICSIllustratedDictionaryS&OPlinksStrategicPlanningtoOperationsS&OPaspartofERP业务计划S&OP需求管理主生产计划（MPS）粗能力需求计划（RCCP）最终装配计划（FAS）材料需求计划（MRP）能力需求计划（CPP）采购质量管理生产活动控制（PAC）仓储APSMES数据收集财务通用总帐应收帐款应付帐款固定资产编制预算成本计算业务量成本法数据库BOM工艺路线库存余量未结订单历史数据供应商客户能力测量高层管理计划（长期）业务管理计划（中期）业务管理执行（短期）先进技术EDI电子商务Sales&OperationsPlanningMasterSchedulingDetailedPlanning&SchedulingCAPACITYPLANNINGFORECASTING&DEMANDBusinessPlanningHighLevelEnterpriseResourcePlanningModelAnnuallyMonthlyWeeklyDailyStrategicPlanning2-10YearsForecastOnlyForecastOnlyForecastOnlyForecast&OrdersOrdersOnlyRough-cutCapacityPlanningCapacityRequirementsPlanningResourcePlanningS&OP粗计划排期详细计划排期能力规划预测与需求业务规划高级别企业资源计划模型年度月度周日战略计划2-10年仅预测仅预测仅预测预测+需求订单仅需求订单粗能力要求计划能力需求计划资源计划SKUbyCustomerbyLocationSKUbyCustomerStockKeepingUnit(SKU)PackageSizeModel/BrandSubfamilyFamilyBusinessUnitTotalCompanyS&OPLevelsTooAggregatedTooDetailedForecastsaremoreaccuratehigherinthehierarchyActualDemandiscollectedatthedetailedlevel.S&OPinProductHierarchyS&OPisusuallyperformedatanaggregatedlevel(e.g.ProductFamilyorGroup)根据客户要求与存储地点确定的SKU按客户要求确定的SKU库存单位(SKU)包装尺寸型号/品牌

产品子族

产品家族业务单元全公司S&OP级别过分聚集过分详细预测数据愈发精确收集来自于客户端的详细信息.S&OP在产品层级中的地位S&OP通常在聚集层面上执行(如产品门类或产品组合)S&OPisaFive-StepProcess：S&OP五步曲4-5步可以合并为一个会议历史数据生成需求规划检查销售预测与计划供应规划检查产能与效率满足程度、拟定生产计划，设置异常解决方案Pre-S&OP需求与供应平衡检查实际需求与计划的配合程度，回检财务情况与计划的配合度，回检例外情况的预案，验证以往各个步骤S&OP执行与Pre-S&OP会议的内容相类似，在执行中不断解决问题TheBasicS&OPGrid(S&OP基本表格):从历史数据中可以得到计划与实际达成结果的对照InventoryPlan=PlannedOpeningInventory+PlannedProduction-PlannedSalesActualInventory=OpeningInventory+ActualProduction-ActualSales市场/销售产品定义产品需求资金主计划排期业务规划劳动力财务材料运营人力资源工程管理生产能力S&OPProcessS&OPisaCross-FunctionalProcessS&OP是跨职能的过程Mustchampiontheprocessimprovedcustomerservice提高客户服务水平reducedinventory降低库存lowermanufacturing&distributioncosts降低生产和分销成本bettercontrolofoverallbusinessperformance很好地控制总体业务increasedteamworkwithinandacrossfunctions提高跨职能团队的工作效能BenefitsofS&OPS&OP的益处Ifimplementedandusedeffectively,S&OPwillyieldmajorbenefitstothefirm有效实施或应用S&OP，将带来如下效果:StepsintheS&OPProcess

S&OP实施步骤Step1:UpdatingInputData更新输入数据Results:

HighInventoryLowServiceHighUnitCostPoorDecisionsRemembertheGIGOPrinciple.Ittakesmuchefforttoensureaccurate&timelydataisdrivingtheprocess.垃圾进，垃圾出。所有必须确保导入系统的数据精确及时；S&OPPlanningProcessDataERRORKeyinputdata(e.g.inventory,sales,production,KPI’s,etc..)shouldbeupdatedassoonaftermonth-endasfeasible.关键数据（如库存、销量、生产量、KPI等）必须在当月结束后尽快更新；Typically,2-3businessdaysareallowedforthissub-process.KeyPerformanceIndicators(KPI’s)fordatagatheringinclude:典型地，这一子过程仅可占用2-3个工作日。KPI包括：

Accuracyofthedata数据的精确性Timelinessofsharingthedata分享数据的时限Howwellthedataconformstoagreeduponformats数据格式与要求匹配的程度

Step1:UpdatingInputData(Continued)更新输入数据（续）“Takecaretogetwhatyoulikeoryouwillbeforcedtolikewhatyouget.千万要把你喜欢的东西弄到手,不然你到头自食其果！”

GeorgeBernardShawStep2:DemandPlanning–ProcessOverview需求计划—过程概览Marketing&SalesareresponsibleforthisstepintheS&OPprocess.Theoutputisusedtodrivesupplyplanning.市场与销售与此步骤直接相关。其输出将被用于驱动供应计划。Thekeyperformancemeasureforoutputisaccuracyandfortheprocessstepismeetingtimingcommitments.本步骤绩效测量点：输出数据的精确性和过程步骤满足时限的要求程度。Reviewandupdateforecast回检与更新预测(Marketing&Sales)DemandPlan制定需求计划Internal

Demand内部需求MarketIntelligence市场调研CustomerOrders客户订单SalesForecast销售预测Inputs输入Outputs输出Process处置过程Step2:DemandPlanning–Activities需求计划—相关活动Generatenewforecast(ITifautomated)生成新的预测Marketing/Sales市场/销售:

Reviewnewforecast,reviseifneeded,andapproveforupdatingofS&OPgrid回检新的预测，批准S&OP构架的更新Reviewpreviousmonths’forecastingperformanceandidentifyrootcausesfordataoutsidetolerance回检以往月份的预测绩效，识别数据超出容差的根因Providestatusfornewproductintroductions提供新产品导入的情况说明Documentassumptionsandrisksassociatedwithnewforecast将新预测中的假设和风险文档化ManagementOverridesGoHere产品系列ProductFamilyorGroup历史Step2:DemandPlanning–SamplePlan需求计划—计划样本ThefinalplanisusedtoupdatetheS&OPGridanddrivesupplyplanning.最终计划用于更新S&OP构架并驱动供应计划Step2:DemandPlanning–Forecastability需求计划—可预测性Theaccuracyoftheforecastdependsheavilyonwhetherornottheforecastingtoolisapplicabletothehistorydata.OnetesttodeterminethisistheCoefficientofVariation(COV).COV=StandardDeviationofPeriod-to-PeriodSales/AveragePeriodSales.IfCOV>0.8,conventionalforecastingsuchasmovingaverageshouldnotbeused.预测的精度依赖于预测工具是否适应于历史数据。一个测试手段为波动系数（COV）。COV=StandardDeviationofPeriod-to-PeriodSales/AveragePeriodSales.如果COV>0.8，就不能使用移动平均这种的预测工具。Step2:DemandPlanning–SymptomsYouNeedaFormalS&OPProcess需求计划—整定S&OP过程ShareholderorOwner股东BoardofDirectors董事会ProfitsRevenueForecastSalesManager3-YearPlanSalesRepresentativeStuffFlowsThisDirectionActualSalesTop-DownDirectivesConflictSignificantlywithCurrentMarketConditions自上而下的指令与当前市场状况的冲突显著程度:AformalS&OPProcesswillensurealignmentacrossorganization&planninglevels.一个正式的S&OP过程应该确保分配跨组织或计划层级Marketing/SalesSufferwiththe“FieldofDreams”Syndrome

市场/销售充斥着“白日梦”症状“Ifwemakeit,theywillcome!造出来，就能卖出去！”Wellguesswhat,inmanycaseswemadeitandtheydidnotcome.OutputForecastManufacturingInventoryStep2:DemandPlanning–SymptomsYouNeedaFormalS&OPProcessAformalS&OPprocesswillensurecross-functionalreviewofforecastingperformance.一个正式的S&OP过程必须对预测绩效进行跨职能的评估。SupplyChainManagerBill,thisisJim.IwanttomakeanappointmentwithyoutodiscussourDemandPlanningprocess?InventoryTheSupplyChainManagercontactstheMarketingManager.Forecast+10%Oh,HiJim.Actuallywedon’thaveaformalDemandPlanningprocess.However,I’mupdatingthelatestforecastatthisverymoment.TheMarketingManagerresponds.TheScopeofMarketing/SalesParticipationisLimited市场/销售参与度有限

Step2:DemandPlanning–SymptomsYouNeedaFormalS&OPProcessStep2:SupplyPlanning–ProcessOverview供应计划—过程概览SupplyPlanbyProductionFamily按产品线划分的供应计划DemandPlan需求计划DevelopandReviewProduction&PurchasingPlans制定和回检生产/采购计划AssessManufacturing&SupplierCapabilities评估生产/供应商能力IntegrationofSupplyPlanningInputsOutputsProcessInventories库存ManufacturingoperationsandpurchasingareresponsiblefortheSupplyPlanningstepoftheS&OPprocess.本步骤主要涉及生产运营控制和采购；

ThekeyKPIfortheprocessoutputisthedeviationbetweenplannedandactualsupply.Fortheprocessitself,timely&accuratedatatodrivethenextstepismostimportant.关键控制要素：计划与实际的偏离；过程数据的及时性与准确性，这对于驱动下一个步骤至关重要Step2:SupplyPlanning–Activities有关活动Developthepreliminarysupplyplanbasedonthedemandplan根据需求计划制定基本供应计划PerformResourcePlanning(CapacityPlanning)forkeyresources为关键资源执行资源计划（容量计划）Identifyandresolveimbalancesindemand&supplyasfeasible尽可能识别和解析需求和供应中的不平衡问题Identifyimbalancestobereviewedbymanagement通过管理评审识别不平衡KeyactivitiesfortheSupplyPlanningsub-processinclude:供应计划相关活动包括：Step2:SupplyPlanning–SamplePlan计划样本MachineHours&No.ofBatchesareKeyResources机器运行时数、批次数量是关键资源SupplyChainManagerJim,whatisgoingoninProduction.FreddidnotmaketheratedecreasewehadintheS&OPPlanandInventoryisout-of-control.ProductionSalesInventoryStep3:SupplyPlanning–SymptomsYouNeedaFormalS&OPProcess问题Manufacturing&BusinessGoalsarenotAligned生产与业务目标不一致CongratulationsFred,yourunitcostinproductionwasbelowplanlastmonthandI’vebeenauthorizedtogiveyouabonus.PlantManagerJIMStep4:Demand-SupplyBalancing–ProcessOverview供需平衡—过程概述TheMasterSchedulerwilltypicallyfacilitatethebalancingofdemandswithsupplyoncethepreliminaryS&OPplansaredeveloped.一旦初步的S&OP计划发布，主调度程序通常会促进供需平衡；Theprimaryobjectiveistoresolveanyimbalancesattheleastcosttodoso.主要目标是用最小代价解决不平衡问题DemandPlanSupplyPlanBalanceDemand/Supply供需均衡Balance1Loadvs.Capacity负载/能力

Model/OptionAgainstInventoryPolicy模块化/定制化CustomerServicevs.Inventory客户服务/库存Balance2Balance3SupplyPlanDemandPlanUpdatedFinancialView更新的财务数据UpdatedInventoryTargets更新的库存目标ResourceRecommend-Ations推荐资源S&OPMeetingAgendaS&OP会议日程Exceptions例外情况InputsOutputsProcessStep4:Demand-SupplyBalancing–Activities相关活动Makedecisionsregardingdemand-supplybalancing按供需平衡的要求进行决策Resolveissuesandformulaterecommendations解决问题提出建议Documenttheissuesthatcouldnotberesolvedandthealternativesforeach记录每个未解决的问题，逐个提供替代解决方案Converttheplanstofinancialunitsformanagementreview将计划转换为财务单元以便进行评审DeveloptheagendafortheexecutiveS&OP为S&OP的执行设定时间表Note:Dependingonthesizeandcomplexityofthebusiness,thisstepmayrequireaformalmeetingormaybedoneleveragingcommunicationstechnology(e.g.sharedfiles).注：根据业务的工作量及复杂程度，这一步骤可能需要一次正式的会议或借助沟通技术（如共享文件等）；Step5:ExecutiveS&OPMeeting召开会议Thepurposeofthismeetingistoapproverecommendations,makedecisions,andissuethefirm’s“gameplan.”会议的目的是批准建议，作出决策，发布计划。SampleAgenda–ExecutiveS&OPMeeting会议日程示例

ReviewofOverallBusinessPerformance回顾总体业务绩效Review&DiscussionofKeyPerformanceIndicators回顾和讨论KPIDiscussStatusofNewProductIntroductions讨论新产品的引入情况Family-by-FamilyReviewandDecisions逐个产品线回检与决策ApproveProduction/SupplierRateChanges批准生产/供应变化率CollectiveImpactontheBusinessPlan收集对业务计划的影响ReviewofDecisionsMade&ActionItemsAssigned决策并分配任务CritiqueoftheMeeting对会议进行评论和总结Step5:Outputs&ObjectivesofExecutive S&OPMeeting会议的输出与执行对象TheoutputsofthemeetingaretheMeetingMinutes,modificationstotheBusinessPlans,andthefinalizedS&OPPlan.Collectively,thesearereferredtoasthe“GamePlan.”Objectivesforthemeetinginclude:会议的输出有：业务计划的修正，最终确定S&OP计划；会议的对象包括：

MakefinaldecisionsforissuesraisedduringtheS&OPprocess对问题确最终解决方案acceptorchangeproposals接收或改变动议choosefromalternativesprovided选择替代方案

ComparethefinancialnumbersfromtheS&OPPlantothecurrentBusinessPlanandreconcilethetwo.FinalizetheS&OPPlan.将计划与当前业务的财务数据进行比较，确定最终的S&OP计划；ReviewcurrentperformanceforCustomerService,Inventory,etc..,andmakeanynecessarychangestoplansortargets.回检当前的客户服务、库存等绩效指标，并据此对计划或目标作出必要的修正ReviewNewProductIssues,SpecialProjects,andBusinessLevelIssuesandmakethenecessarydecisions.回检新产品、特殊项目以及业务层面的问题，并对相关问题作出适当的决策。Step5:SampleS&OPPlaninSAP样例DEMANDSUPPLYRESOURCEPLANNINGINVENTORYNote:MostERPSystemsprovideaplatformtoenableS&OPStep5:SampleS&OPPlaninEXCEL样例HistoricalPerformancePlanStep5:SampleS&OPBusinessScorecard业务计分卡示例KeystoSuccess

成功的关键S&OPisJourneynotaDestination

S&OP是旅程不是目标Getthebasicsinorder打好基础ContinuousImprovement持续改进LearnbyDoing/AlignEfforts知行合一FocustheS&OPProcess聚焦过程S&OPBasics–EarlyImplementationTasksResponsiblePersonandDueDaterequiredforeachtask.GettheBasicsinPlace:S&OPBasics–EarlyImplementationTasks实施S&OP的前置性任务ResponsiblePersonandDueDaterequiredforeachtask每项任务都必须明确责任人与时限.GettheBasicsinPlace打好基础:进行初步简报和教育确定S&OP团队成员需求计划负责人供应计划负责人S&OP表格开发人员顾问（如财务专业人员）职能领导为将要召开的12次S&OP会议设定日期产品线组合识别设计表格为表格进行必要的编程S&OP绩效测量实际需求vs计划需求实际供应vs计划供应实际库存vs计划库存客户服务绩效财务绩效。。。S&OP绩效测量报告S&OP会议程序发布需求/供应/库存回检KPI回检对问题提出解决方案特殊项目讨论召开首次S&OP会议SampleS&OPPlanningCalendar时间表示例1(1)2(2)345(3)6(4)7(5)8(6)9(7)101112(8)13(9)14(1015(11)16(12)171819(13)20(14)21(15)22(16)23(17)242526(18)27(19)28(20)29(21)30(22)31TheJourneyBegins项目启动UpdateActualsintoFCSTModel将实际数据更新到预测中Mktg.FinalizesDemandFCST市场部门确定最终需求预测DmndPlngMtg.-FinalPlanDue制定需求计划SupplyPlanFinalized(Mtg.?)确定供应计划S&OPMtg.-ExceptionsResolvedS&OP会议，解决异常Sr.Mgmt.ApprovesS&OPPlan高层经理批准S&OP计划ApprovedS&OPPlantoSAP批准将计划导入SAPKPIScorecardAvailable对KPI进行测评Allteammembersmustmeetsub-processduedatestoensuresuccess.为确保成功所有成员必须严格遵循程序要求和时间要求。FocustheProcess:Includesplannedandactualaswellasvolumeandvalue.包含计划与实际值

Includesestimatedprofitmargins.包括估计的边界利润SampleS&OPGridwithFinancials带有财务数据的S&OP表格示例Onlywhiterowsrequireentry;otherdataispopulatedautomaticallyorcalculatedautomatically.仅白色区域需要输入数据，其他数据自动填充或自动计算；TheS&OPPlanmustbealignedwiththeFinancialBusinessPlanS&OP计划必须严格遵循财务业务计划。LearnbyDoing/AlignFinancials:SampleKeyPerformanceIndicators(KPI’s)fortheS&OPProcess

S&OP过程KPIOverallProcess全局

-CustomerSati