866.P4D.INFO | Plan4Demand.com | Info@plan4demand.com Developing an Sales & Operations Planning process from Scratch? Have an existing process that's stalled or not effective? S&OP Jumpstart is designed to rapidily establish your S&OP Process with initiative and get you results quickly. Whether you're just starting the journey or need to reinvigorate, this S&OP Leadership Exchange is for you. By creating a specific tailored vision of what "good" looks like for your company, establishing roadmaps with time sensitive phasing, building a rapid support model and outlining key requirements around People, Process & Technology - you can start benefiting from your S&OP process in as little as 90 days. We'll cover quick ways to get traction such as; • Engaging your Executive team and establishing a core project team • Evolving the process using a customer Maturity Model approach • Quickly rolling out an initial "straw man" design • Building a Launch plan Don't get caught up in "Theory" It's time to get pragmatic and get started Need Help? Contact Jaime.Reints@Plan4Demand.com for more information! Check out this webinar on-demand at http://www.plan4demand.com/Video-SOP-Jumpstart-90-Days-to-Success

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S&OP LEADERSHIP EXCHANGE PRESENTS:
The web event will begin momentarily with your hosts:
October 3rd, 2012 plan4demand

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 Goals for the session
 S&OP – Some Background Observations
 Root Causes?
 Jump Start Can a complex organization REALLY get back on
track in 90 days?
 Case Study: 4 key things to drive action & change in your
organization
 The Bottom Line
 Q&A/Closing

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 Discussion of some of what we’ve seen across a different
companies struggling to start, or sustain S&OP
 Outline some of the Root Causes behind these issues
 Create a case for action that can get you started with the
process rapidly
 Review a case study of how this can work for your
organization

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 Recent Supply Chain Insight Research indicates:
 63% of companies have more than one S&OP Process – 5 on Average
 85% lack a roadmap to follow and end up stalled or “re-approaching” S&OP
 In 2011, 85% of Supply Chain Leaders experienced realized risk or a
disruption in the Supply Chain
Create a profit optimized supply - 50%
 At the Same Time… demand balanced plan
24%
28%
 4 out of 5 CFO’s list Manage demand forecasts within the 39%
53%
S&OP as a top 5 S&OP plan 51%
key strategic initiative Trying to reduce inventory to free up 39%
52%
working capital 46%
 Working Capital remains a
Integrate financial planning and 33%
focus, yet progress against budgeting with the S&OP process
35%
43%
reducing it has stalled 31% Best-in-Class
Manage supply constraints within the
36% Average
 1 in 5 companies have no S&OP plan 29% Laggards
S&OP process in place at all 0% 10% 20% 30% 40% 50% 60%
Percentage of Respondents, n = 214
 Why?

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Technology People
• Data Access • Executive
• Not Scalable Involvement
• Level of Detail • Sponsor Loss
• Project Focus
Process
• Precise vs. Directionally
Correct
• Lack of Clear Ownership
• Check the Box vs. Actionable

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Which of these Root Causes have had an impact on your
S&OP Process stumbling or gaining momentum?
Select your answers on the right side of your screen
 People
 Executive Involvement
 Sponsor Loss
 Project Focus
 Process
 Precise vs. Directionally Correct
 Lack of Clear Ownership
 Check the Box vs. Actionable
 Technology
 Data Access
 Not Scalable
 Level of Detail

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 Core Elements to a “Jumpstart”
 Establish/Re-Establish a core S&OP team & Executive Sponsor
 Education up and down the organization including:
 Executive S&OP Baseline
 Project Team “Deep Dive”
 Stakeholder Introduction
 Create a vision of “what good looks like” in terms of Sales & Operations
Planning within your industry and organization
 Develop a Maturity Model and stages of evolution based on this vision
 Outline an initial “Process Design” to serve as a mock up of the initial process
 Develop a roadmap for the core team to pursue

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Education
Executive Buy Stakeholder Equip the
& In Involvement Project Team
Motivation
Establish External
Executive
The Sponsorship Governance Project Team Support &
Expertise
Initiative
Maturity Executive & Road Map Straw Man
Jump Start Model Stakeholder Development Design &
Creation understanding Start Up

9. 9
Used with Permission – Supply Chain Insights LLC

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 Chemical Manufacturer, Global Footprint
 Process had 3 starts and stops in 5 years
 Ultimately stalled due to “project orientation” & change
in role of Executive Champion
 No Long Term strategy in place for optimization and
enabling technology
 People Role definition – un-sustainable skills, role
definition

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Project & Maturity Stakeholder Roadmap &
Team Model & Executive Initial Design
Development Definition Education
Activities:
• Project Planning • Current Process Model • Create Executive Education • Develop Gap Analysis based on
• Resource On Boarding Review including: Maturity Model Survey
• Scheduling • Process Interviews  Maturity Model Overview • Outline Roadmap
• Set up/Access • User Workshops  Targets • Create Initial Process Design
• Kick Off Session Development • Technology Review  “How” to move forward including:
& Review • Maturity Model Development Current Metrics/ Size of • Agendas
• Initial Project Team Training • Maturity Model Workshop & Prize • Reporting Requirements
• Overall Charter & Baseline Survey • Create Stakeholder • RACI Model for Roles
Education • Overall Process Model
• KPI’s
Key Elements • Dry Run Prep & Staging
Less Than 90 Days
•Detailed Project Charter • Maturity Model Framework • Executive Baseline & •S&OP Roadmap
•Project Team Training • S&OP Organization Process Training Session •S&OP Initial Design
Requirements • Stakeholder Training •Reporting Requirements
• S&OP Technology Session •Initial S&OP Dry Run
Requirements Prep/Simulation

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 Baseline Education
 Executive Baseline
(Usually Executive leadership team representing Sales, Marketing, Operations,
Supply Chain, Executive Management, Finance)
 What is it? Why Do it? Benefits, Challenges
 Creating the Imperative
 Score Carding – how to drive results
 Stakeholder Introduction
(Usually the envisioned attendees to each of the process steps: 25 – 30 people)
 What is it? Why Do it? Benefits, Challenges
 Detailed Process Model Review
 Cross Functional Review of inputs and outputs
 Behaviors and Change Management

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 Project Team Education
 Deeper Dive
 S&OP Process Model
 PR – TR Business Model – Understanding the Development of a Maturity Model
 KPI’s, Metrics & Reporting
 Score Carding – results, tracking and stages of maturity
 Managing the Change
 Creating the Project Team and Charter for S&OP
 Current State Discussion/Baseline
 Portfolio Management
 Demand Management
 Supply Management
 Finance & Operations Review
 KPI’s, Metrics and Data Access
 Organizational Discussion

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Manufacturing Driven Sales Driven Business Demand Driven Market Driven
Planning Driven
Phasing Phase One Phase Two Phase Three TBD
Year One Year Two Year Two
Key  Demand & Supply Balancing  Financially  Demand Sensing  Supply Side
Objectives  Inventory Visibility (Supplier, DoH, Optimized Plan & Shaping Innovation
Wholesaler DoH Visibility, Retailer)  Inventory  Integration of  Cost to Produce
 Basic Risk & Opportunity Management Optimized Portfolio Visibility
 NPI Alignment Changes  Cost to Serve
Visibility
Technology  ERP Data for Sales History  Additional  Workflow  Enhanced
Planning  Syndicated Data for Wholesaler Syndicated  Demand Sensing Financial
Information Data for Retail Tools Analysis
 BI for Metrics & Financial Tie in Information  External Collab  External
 Demand& Fulfillment Planning for forecast  Inventory – Demand Side Collaboration –
& safety stock alignment Optimization  Trade & Supply Side
 Demand Collaboration Tools  Financial Promotion
 Email & Share Drives for process Modeling Management
management/action register  SharePoint  PLM Tools
Success Feasible Plan Optimized Plan  NPI Launch  Reduced Cost to
Criteria  Improved Customer Service,  Improved FCF, Efficiency Produce/Cost to
 Reduced DoH Reduced System  Reduced Trade Serve
 Actionable Gap Closing Scenarios Wide DoH Spend

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 Get Started! – Perfect is the enemy of Good!
 Don’t skip education/re-education – Assuming that people remember is a
mistake – use this as “change messaging” as much as educating and creating
an imperative.
 Create a vision – If this was easy to do from a text book – we’d be talking
about something else – What does Good Look like SPECIFIC to your business
needs. Chart progress and don’t get stuck!
 Rough Something in and use it as “dress rehearsals” – Give yourself
permission for the start to be “not exactly perfect” – treat it like the friends
and neighbors opening model that restaurant launches use, for a few months

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