866.P4D.INFO | Plan4Demand.com | Info@plan4demand.com A single tool? An enterprise strategy? Eager to reap the tangible benefits of S&OP, many are turning to S&OP technologies to bridge the planning to execution gap & enable automation. However, 87% are struggling with integrating business planning with supply chain technologies. During the session we will be discussing: • How to define your IT needs to support your S&OP Process for success • Technology Characteristics & Requirements needed to support each maturity phase • Building a coherent roadmap & IT strategy to support this change • A holistic view of implementation challenges, change management & achieving results along the way Is buying & implementing a tool the answer? Join us for this S&OP Leadership Exchange for a discussion of technology strategies to support each step along the maturity journey Check out this webinar on-demand at http://www.plan4demand.com/Video-SOP-Technology-A-Tool-or-a-Strategy

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S&OP LEADERSHIP EXCHANGE PRESENTS:
The web event will begin momentarily
with your host:
September 12th, 2012 plan4demand

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 Goals for the session
 S&OP Maturity Evolution
 The Role of enabling technology in supporting a robust S&OP process
 Technology Strategy required to support a maturing business model
 Case Study: Building a Roadmap
 The Bottom Line
 Q&A/Closing

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 Understanding the role that Enabling technology plays in supporting and
driving the evolution of your Sales & Operations Planning Process.
 Gain some insight into how what technology characteristics and capabilities
you may need at different points along your maturity journey
 Outline what is required to develop a coherent roadmap that brings
together the changing goals and focus of your S&OP process, with your IT
strategy.
 A holistic view of implementation challenges, change management and
achieving results at each step in the process

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 Recent Supply Chain Insight Research indicates:
 90% of supply chains are grappling with rising costs and supply volatility
 87% of companies are finding it difficult to bring together business planning and
supply chain planning technologies
 Meanwhile:
 The top 4 Supply Chain Planning Technology companies have introduced, or re-
introduced S&OP Toolsets & Capabilities in the past 18 months in an attempt to close
this gap
 Few companies have embraced these technology enhancements as a way to move
their S&OP process forward.
 Why?

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Used with Permission – Supply Chain Insights LLC

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 Get the process right before investing in technology
 Vanilla – don’t change the technology, change the business
 Detail, Detail, Detail – The more granular the plan, the better.
 “Best in class” – Driven by the Vanilla assumption above.

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APS Scenario Demand Translation
modeling tools – Supply Trade Offs
Inventory Models Financial Modeling
Sense & Shape Demand
Constraint Based Volume Channel & Market and Supply Side Market
Planning Data Modeling conditions/opportunities
Demand Shaping
Used with Permission – Supply Chain Insights LLC

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Select your answers on the right side of your screen
 Which Stage is your Organization at?
 Stage 1: Manufacturing Driven
 Stage 2: Sales Driven
 Stage 3: Business Planning Driven
 Stage 4: Demand Driven
 Stage 5: Market Driven
 Which Level of Technology are you at?
 Stage 1: Constraint Based Volume Planning
 Stage 2: APS Tools & Inventory Modeling
 Stage 3: Demand Translation, Supply Trade Off’s, & Financial Modeling
 Stage 4: Demand Driven Channel & Market Data Modeling, Demand Shaping
 Stage 5: Sense & Shape Demand and Supply Side models based on conditions & opportunities

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 Understand your maturity stages and the stage gates involved in moving
from one to the next
 The S&OP Plan characteristics are critical, but you can not leave out some
of the more basic building blocks:
 Communicating the Plan
 Data Quality & Availability
 Making Decisions: Understanding the barriers that exist from a decision making and
data perspective between different functions and domains in the business
 Marketing makes decisions based on Brand/Dollars
 Sales trade offs and investments driven by Customer/Dollars
 Supply can only make or provide Units at a Location
 Finance must bring all of these together to express Risks & Opportunities in Dollars
 Action & Accountability: How do we manage one of the most critical elements of a
high performance S&OP process?
 A complete Technology Strategy focuses not only on the Plan and Plan
Transport – but includes a vision for how these different “solves” and data
views of the world come together.

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 Sales & Market Driven Food & Beverage Company that distributes its
products (exclusive sourcing private label) to wholesalers.
 Wholesalers provide retailers with product.
 Consumers buy product exclusively from retailers of all types;
 Grocers, C-Store, Club, & Food Service/On Premise
 ERP System in place
 Multiple BI/Reporting tools
 Limited APS tools (Demand & Fulfillment only)

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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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 Developing the Vision – Creating alignment on what our version of good looks like in
terms of each of these stages of maturity.
 Create a Roadmap – What are the specific needs we have as an organization at each
steps along the way. What characteristics or Stage/Gate criteria do we have at each
step to measure success ?
 Align Technology Needs – Each of these phases should have specific enabling
technology needs, does your roadmap have a technology layer to support each step
along the way?
 Set Expectations – This roadmap should have alignment up and down the organization,
too many companies focus on the S&OP process, without outlining the overall technology
and capital investment implications to get there in the long run. This should dovetail with
your overall IT roadmap or capabilities strategy

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October 3rd November 7th
S&OP Jump Start: S&OP Metrics & KPI’s:
90 Days to Success Staying on course for
achieving your ROI