Enterprise Sales And Operations Planning

An effective sales and operations planning process is essential to successfully implementing any integrated management system, such as enterprise resources planning or supply chain management. Enterprise Sales and Operations Planning: Synchronizing Demand, Supply and Resources for Peak Performance illustrates the effective real world implementation of this powerful process.

Key Features: -Covers all aspects of S&OP, such as proper roles, agendas, schedules, cost planning, forecasting, capacity planning, and measurements -Describes in an easy-to-read detailed format how senior executives must be engaged for this process to return the maximum benefits of operational excellence, improved profits and shareholder value -Explains how S&OP supports Lean Manufacturing, connects with ERP, and improves end-to-end supply chain performance -Teaches how to balance the supply and demand elements of overall sales rates with rates of production, aggregate inventories, and order backlogs -Discusses how S&OP can help improve supplier relations, shorten customer lead-times, lower inventories, stabilize production rates, and improve service to end-users -Features audit criteria for confirmation of a high-performance S&OP process

Effective demand management is becoming critical to acompany's profitability. Demand Management BestPractices: Process, Principles, and Collaborationprovides best practice solutions that will improveoverall business performance for supply chain partnersand all functions within a company impacted by the demandmanagement process. The ......

Sales & Operations Planning has emaerged as an essential set of management tools in this age of global operations, supply chains that extend half a world away, and increasingly demanding customers. Its primary component - Executive S&OP - has rightfully been called "top management's handle on business." The mission of this book is to tell the busy executive what he or she needs to know about Executive S&OP. Written in clear, understandable language, this book can easily be read in the course of an evening or two - or on a plane ride from Chicago to L.A.

The authors present a dynamic approach to effectively link sales and marketing planning directly to the operations side of a business. Demonstrates how to create a connection between a company's business plan and each department's operations, accurately anticipate changes in customer's needs and significantly improve a firm's competitive position with an enhanced level of customer satisfaction.

The Oliver Wight Class A Checklist for Business Excellence The leading business improvement specialists who educate, coach and mentor people to lead and sustain change on the journey to business excellence and outstanding business performance * Managing the Strategic Planning Process * Managing and Leading People * Driving Business Improvement * Integrated Business Management * Managing Products and Services * Managing Demand * Managing the Supply Chain * Managing Internal Supply * Managing External Sourcing

Within this book, you'll be able to "go inside" a baker's dozen companies and learn how they use Sales & Operations Planning to run their businesses better. You'll meet large companies and smaller ones, household names and names not widely known, companies whose products you use and companies whose products you've never heard of. You'll also hear from the consultant who helped them implement S&OP. The Best Practices Companies are: Agfa Amcor Cast-Fab Coca-Cola Midi Danfoss Eclipse Eli Lilly EMS Interbake Foods Norse Dairy Products Pyosa The Scotts Company Unicorn Medical Learn: What is this thing called S&OP and why do successful companies use it? What's involved, what are the steps, and how does it work? Where does S&OP work? With which kinds of products? With which kinds of customers? Does it help with the New Product Development and Design process? How are the demand and supply plans for the detailed product mix managed in a way that is consistent with the volume plans from S&OP? Is S&OP really needed in a company using Continuous Improvement methods like Lean Manufacturing or TQM/6 Sigma? How does S&OP work with Supply Chain Management: outside the company, with customers, and with suppliers? In what size company does S&OP work best? How does it work in privately-held companies, global companies and companies using a matrix organization structure? Does S&OP survive ownership or organization changes? How can a company be sure that its financial plans match its operational plans?