Weitere ähnliche Inhalte Ähnlich wie Presentation given at the Demand Solutions Conference on Sales and Operations Planning (20) Mehr von Lora Cecere (20) Kürzlich hochgeladen (20) Presentation given at the Demand Solutions Conference on Sales and Operations Planning4. Supply Chain Insights LLC Copyright © 2013, p. 4
Supply Chain Insights is focused on delivering
independent, actionable and objective
advice for supply chain leaders.
A company dedicated to research,
turn to us when you want the latest insights
on supply chain trends, technologies to know
and metrics that matter.
About Us
5. Supply Chain Insights LLC Copyright © 2013, p. 5
This is the new bible for all supply chain
executives. It provides an insider’s
perspective that will prove incredibly
valuable to even the most grizzled
supply chain veteran. This is the next
must-have business book.
--Bruce Richardson, Chief Enterprise
Strategist, Salesforce.com
Today, the worlds of social business and
supply chain management have many
degrees of separation. I enjoyed working
with Lora to understand what the future
transformation of digital marketing to
digital business could look like.
--Jeremiah Owyang, Research
Director, Altimeter
Second Printing of Bricks Matter:
16 Five-Star Reviews on Amazon
Book can be ordered from Amazon.com in Hardcopy or Digital Format
11. Supply Chain Insights LLC Copyright © 2013, p. 11
A Supply Chain
is a Complex System
with Complex Processes
with Increasing Complexity
15. Supply Chain Insights LLC Copyright © 2013, p. 15
Source: Supply Chain Insights 2012
Average Days of Inventory by Year
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Consumer Packaged Goods 59.0 57.0 62.0 64.0 67.0 67.0 68.0 70.0 70.0 64.0 64.0 67.0
Chemical 71.5 71.9 78.2 75.1 62.0 70.3 68.1 64.3 64.3 78.6 72.9 72.8
Pharma 122.2 133.7 190.1 171.0 184.3 175.6 167.8 149.8 154.9 198.7 154.3 131.8
High Tech 93.1 57.6 46.5 48.5 35.9 37.3 43.8 36.8 34.6 41.3 34.8 30.4
Average 86.5 80.0 94.2 89.6 87.3 87.5 86.9 80.2 81.0 95.6 81.5 75.5
0.0
50.0
100.0
150.0
200.0
250.0
DaysofInventory
16. Supply Chain Insights LLC Copyright © 2013, p. 16
What Is Supply Chain Excellence?
• Perform better than peer group
• Improve year-over-year results
• Align internally on metrics
• Deliver against the business strategy
• Demonstrate consistency in results
• Use innovation in supply chain processes
• Balance. Be leaders in managing trade-
offs
21. Supply Chain Insights LLC Copyright © 2013, p. 21
Value Network Strategy
Supply chain strategy
Business Strategy
What are the right things to do to increase company value?
Value-network Supply Chain Strategy
What are the right ways to support the business strategy?
What are the right trade-offs between value drivers for each value network?
Right product
platforms
Design the
supply
response
Build
organizational
systems and
manage talent
Align supply
relationships
Align demand
relationships
Effective Supply
Networks
Execution of buy-
side strategies
Continuous
Improvement
Capabilities Required
Supply Chain
Network Design
Design Networks
Innovation
Methodologies
Demand Networks
Joint Value Creation
Strategies
Business Process
How do I do the right things right?
Source: Supply Chain Insights, LLC
23. Supply Chain Insights LLC Copyright © 2013, p. 23
SHARED
VISION
+ SKILLS + INCENTIVE + RESOURCES + PLAN + LEADERSHIP = CHANGE
SKILLS + INCENTIVE + RESOURCES + PLAN = CONFUSION
SHARED
VISION
+ INCENTIVE + RESOURCES + PLAN + LEADERSHIP = ANXIETY
SHARED
VISION
+ SKILLS + INCENTIVE + RESOURCES + LEADERSHIP =
FALSE
STARTS
SHARED
VISION
+ SKILLS + INCENTIVE + PLAN + LEADERSHIP = FRUSTRATION
SHARED
VISION
+ SKILLS + RESOURCES + PLAN + LEADERSHIP =
GRADUAL
CHANGE
Source: J.P. Kotter
Collaboration: The Right Stuff
25. Supply Chain Insights LLC Copyright © 2013, p. 25
Ease of Getting Total Supply Chain
Costs
___________________________________________________________
Source: Supply Chain Insights LLC, Transportation (Aug-Oct 2012)
Base: Transportation Users (Manufacturers, Retailers and Distributors) (n=34)
Q18. How easy is it for your company to get total supply chain costs for your operations?
12% 12% 24% 24% 29%Users
USERS: Ease of Getting Total Supply Chain Costs
Extremely/very easy 5 Neutral 3 Extremely/very difficult
24% EASY 53% DIFFICULT
28. Supply Chain Insights LLC Copyright © 2013, p. 28
CostVolumeGrowth
CEO
Chief Customer
Officer
Chief Marketing
Officer
Sales
Account Teams
COO
VP of Supply
Chain
Customer
Service
Procurement Logistics
CFO
CIO
VP of
Manufacturing
Quality
Typical Organization
39. Supply Chain Insights LLC Copyright © 2013, p. 39
Common Practice Market-driven Focus
S Ask sales
Focus on market drivers:
How do we best shape demand?
& Direct integration to supply
Design of the value chain to optimize
trade-offs, minimize risk, balance
cycles, and orchestrate demand
OP Manufacturing plan
Trade-offs between make, source and
deliver
Getting to Letter Perfect
39
40. S&OP Evolution
Manufacturing-
Driven
Deliver a Feasible
Plan for Operations
Match Demand
with Supply
Sales Driven
Match Demand
with Supply
Business-
planning Driven
Maximize
Profitability
Demand Driven
Maximize
Opportunity
Sense and
Shape
Demand
Market Driven
Maximize
Opportunity and
Mitigate Risk.
Orchestrate
Demand
Market to Market
Greater Benefit
• Growth
• Resilience
• Efficiency
43. Supply Chain Insights LLC Copyright © 2013, p. 43
Benefits Received
from S&OP Processes
Source: Supply Chain Insights, 2012
What benefits have you received from your work with S&OP processes?
59%
57%
50%
42%
38%
36%
34%
32%
32%
30%
Increasing revenue
Improving forecast accuracy
Reduction of inventory
Improving asset utilization
Determining outsourced manufacturing
Determining procurement requirements
Improving new product launch
Transportation and warehouse
management
Capital planning and asset management
Improvements in the perfect order
▲ 2%
▲ 5-7%
▲ 3-7%
▲ 3-6%
▲ 3-6%
▼ 10-15%
▼ 2-8%
49. Supply Chain Insights LLC Copyright © 2013, p. 49
49
Business Planning
Forecasting
Constrained Forecast
Increasing levels of
granularity
Increasing need for value
network strategy alignment
A Forecast is not a Forecast is not a Forecast
51. Supply Chain Insights LLC Copyright © 2013, p. 51
Supply-side Views
Downstream Data
Account-Level
A
VMI C
Distribution
Network
Supplier Supplier Supplier Supplier
Distribution
Network
Distribution
Network
Demand-side Views
Hole in Enterprise
Architectures
52. Supply Chain Insights LLC Copyright © 2013, p. 52
Supply-side Views
Demand
Translation
Downstream Data
Account-Level
A
VMI C
Distribution
Network
Supplier Supplier Supplier Supplier
Distribution
Network
Distribution
Network
Demand-side Views
55. Supply Chain Insights LLC Copyright © 2013, p. 55
• S&OP has grown in importance.
• The trade-offs of the supply chain cannot be
effectively modeled using a spreadsheet.
• Focus on continuous improvement and
serving the business.
Wrap-up
58. Supply Chain Insights LLC Copyright © 2013, p. 58
Who is Lora?
• Founder of Supply Chain Insights
• Partner at Altimeter Group (leader in open
research)
• 7 years of Management Experience leading
Analyst Teams at Gartner and AMR Research
• 8 years Experience in Marketing and Selling
Supply Chain Software at Descartes Systems
Group and Manugistics (now JDA)
• 15 Years Leading teams in Manufacturing and
Distribution operations for Clorox, Kraft/General
Foods, Nestle/Dreyers Grand Ice Cream and
Procter & Gamble.
59. Supply Chain Insights LLC Copyright © 2013, p. 59
Where Do You Find Lora?
Contact Information:
lora.cecere@supplychaininsights.com
Blog: www.supplychainshaman.com
(5000 pageviews/month)
Twitter: lcecere 5200 followers.
LinkedIn: linkedin.com/pub/lora-
cecere/0/196/573 (5200 in the network)
Hinweis der Redaktion How has the proliferation of S&OP Processes changed the complexity of the work? Has this helped or hurt the evolution of supply chain processes? What is the impact of being balanced? People speak of IBP and financial analysis. Which of these do you do? What are the issues with the ones that you have to track? Tell us the details that are stumbling blocks. There is a raging debate between S&OP and IBP, but isn’t the greater issue inside-out versus outside-in? How do you tie planning to execution?