S&OP Sales and Operations Planning. Dejan Đorđević, Dmitar Zaklan, Vladimir Jovanović
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1 S&OP Sales and Operations Planning Dejan Đorđević, Dmitar Zaklan, Vladimir Jovanović
2 Supply Chain direktor Knjaz Miloš a.d. Dmitar Zaklan Vladimir Jovanović COO Imlek a.d. Vladimir Popadić Olja Lapčević Nemanja Petrašinović
3 Agenda: Šta je S&OP? S&OP ciklus S&OP proces i veza sa operativnim planiranjem (MPS) Implemntacija S&OP upravljanje promenama
4 Benefiti S&OP procesa
5 Šta je S&OP? S&OP (Sales and Operations) je proces koji obuhvata seriju sastanaka koji se ciklično održavaju na različitim nivoima prema unapred utvrđenom redosledu i šablonu sa ciljem da se kroz generisanje precizno definisanih informacija (planova i pokazatelja performansi) kao rezultata navedenih sastanaka obezbedi pravovremena i relevantna informacija za menadžment u cilju donošenja poslovnih odluka. Ključne reči: - DisciplinaProces - Serija sastanaka - Unapred utvrđen šablon i redosled - Informacija - Donošenje odluka
6 Koja je svrha S&OP?
7 Koja je svrha S&OP? Balans između ponude i tražnje Usaglašavanje volumena i mix-a Menadžment rizikom (Risk Management) Disciplina u planiranju Obezbeđenje efikasnog upravljanja i kontrole celokupnog biznisa Razumevanje finansijskih implikacija donetih odluka i minimiziranje odstupanja od biznis plana Integracija operacionih planova sa finansijskim planovima
8 S&OP ciklus
9 S&OP ciklus učesnici i vremenski horizont Vremenski horizont Nivo menadžmenta
10 S&OP ciklus Fokus: Planiranje potrebnih zaliha GP da bi se zadovoljila tražnja YTG po mesecima i SKU. Fokus na 1+2 meseca. Trend zaliha po SKU ( min opt zalihe) Plan dopuna DC-a Konsolidacija planova Usklađivanje proizvodnih, ljudskih,materijalnih resursa ( repromaterijala) i logističkih resursa za ispunjenje plana zaliha / tražnje. KPI: analiza tačnosti planova za prethodni period (mesec- kvartal); mesečni KPI dashboard Učesnici: demand and supply menadžer, menadžer nabavke, menadžer proizvodnje, menadžer menadžer logistike Chairman: supply chain menadžer Supply Review Ključni inputi: Prognoza prodaje (plan) i preporuke sa Demand/commercial review sastanka Pregled realizacije proizvodnje i nabavake u prethodnom periodu ( LY,YTD) Raspoloživost resusra ( opreme, magacina, transporta, radne snage ) Plan remonta Raspoloživost RM Trenutne zalihe Ključni outputi: Plan zaliha Plan proizvodnje Plan nabavke Plan iskorišćenja kapaciteta resursa (proizvodnih, logističkih, dobavljača) Odstupanja od plana i preporuke za prevazilaženje GAP-a Otvorena pitanja i preporuke za S&OP sastanak
11 S&OP proces I ključna pitanja Neka od ključnih pitanja: Da li znamo tačnost naših predviđanja na srednjem i dugoročnom nivou? Da li je fleksibilnost naših kapaciteta poznata za naš planski horizont? Da li back-up planovi postoje i da li pokrivaju najbolje i najgora scenarija? Da li donosioci odluka znaju ključne horizonte (mileston) i raspoložive scenarije i akcije?
12 S&OP proces i veza sa MPS Strateško planiranje 1-5 godina Strategija, pravila i parametri Sales & Operations Planning 1-18 meseci Podaci za planiranje MRP/MPS planiranje 1-3 meseca Dobro definisani horizonti za planiranje i donošenje odluka omogućuju jasno identifikovanje odluka i mera koje je potrebno doneti kao i procesa ondnosno funkcije koje ce ih doneti (S&OP) sa ciljem balansiranja situacije ili iskorišćavanja prednosti i novih prilika na tržištu
13 S&OP proces i veza sa MPS 1 S&OP 3 2 MPS Scheduling Purchace short LT 4 Purchase Purchace long LT Koraci u integrisanom biznis planiranju Production order Purchase order
14 S&OP proces i veza sa MPS S&OP Volumen Demand Planning/ Forecasting Demand Supply Supply (Capacity) Planning Mix Master Scheduling Supplier and Plant Scheduling Distribution Scheduling
15 S&OP proces i predvidjanje Predviđanje je Prvo i najvažnije pravilo u predviđanju je UVEK POGREŠNO
16 S&OP proces i predvidjanje Predviđanje na Detaljnom nivou (Nivo artikla, SKU) dugačkog horizonta uglavnom neće poboljšati preciznost a sa druge strane zahteva ogroman napor I dosta resursa Fokusirati se na VOLUMEN ne MIX
17 Fleksibilnost resursa QTY Prekovremeni + 2 smene subotom Novi smenski model Zapošljavanje privremenih radnika + 2 smene 5 dana Zapošljavanje privremenih radnika + 1 smena 5 dana (na 2 linije) Otpuštanje privremenih radnika -1 smena 5 dana Kupovina opreme+ alati + 1 linije za montažu u 3 smene Otpuštanje privremenih radnika -1 smena 5 dana Moguće ograničenje Dobavljači Novi pogon/ fabrika MAX (5 smena) MAX (3 smene) Trenutni kapacitet MIN TIME
18 S&OP proces i veza sa MPS Vreme 18 meseci Nivo detalja Agregirani nivo Tacna konfiguracija.egzaktni materijali #Ljudi.Kapitalna ulaganja.fabrika Detaljno predvidjanje I S&OP / Rough Cut master raspored (MPS) Super MPS MPS MIX Raspored proizvodnje/pull PTF (Planski horizont) Volumen Izgubljeni u šumi detalja Uključiti TOP menadžment? Daje malo dodatne vrednosti izvan planskog horizonta
19 S&OP i MPS , , , , pcs/week UREA - scenario UREA - next 12 weeks , , , , , okt nov dec jan feb mar apr maj jun jul avg sep okt nov dec jan feb mart Stock simulation with increased capacity Total forecast demand PROTO Capacity increase CW44 CW45 CW46 CW47 CW48 CW49 CW50 CW51 CW52 CW1 CW2 CW3 Average stock SERIAL Sim Demand Production plan 2 per. Mov. Avg. (Sim Demand)
20 Definisanje proizvodnog takta po VS (value stream) 500, , , , , ,000 Stable takt time Control of inventory level Different level of demand 250, , , , , , ,000 50,000 0 CW36 CW37 CW38 CW39 Inventory level Demand Average demand Production level Definisanje proizvodnog takta (proizodnog volumena za definisani S&OP interval) Stabilna proizvodnja odrzavanje volumena na jednakom nivou do sledeceg ciklusa planiranja Kontrola nivoa zaliha I fleksibilnost istih omogćava stabilni, ujednacen plan proizvodnje.
21 Struktura S&OP procesa primer
22 S&OP implementacija Preduslovi: Promena kulture ( S&OP spremnost) Podrska CEO-a ili vlasnika kompanije Usaglašenost na nivou top tima Među sektorska saradnja Disciplina
23 S&OP implementacija
24 S&OP implementacija Ovo je praksa u implementaciji Ovo treba da bude fokus
25 S&OP implementacija projektni pristup
26 S&OP Kultura Leadership Kontinuirano unapredjenje Poverenje Odgovornost Rusenje silos mentaliteta Zajednicki KPI-evi Politika nagradjivanja zaposlenih Razviti razuman vid konflikta misljenja medju zaposlenima
27 Nivo zrelosti S&OP procesa
28 Četiri faze S&OP modela zrelosti (Lapide)
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