May 7-8, 2012, Marriott Hotel, Toronto Airport THE AGENDA


Advanced S&OP Pracces Workshop … From Reacng to Orchestrang... Module 1: S&OP – Developing / Reviewing the Process


• The difference between Sales and Operations Planning and Executive Sales and Operations Planning.


• Where it fits, What it does, Benefits. • The framework and key inputs to the process. • Seven steps to improved Sales and Operations Planning.


• How multi-level Integrated Business Management works and how it can be applied in large organizations.


Case Study 1 - Bad Day at Acme Widget Analyze the situation and identify S&OP process improvement steps that will integrate the information and decisions flow.


Module 2: The Roles and Responsibilities of the Executive in S&OP • Key responsibilities of the Executive in S&OP. • Setting the objectives for the process. • Linking the strategy into the S&OP process. • Establishing S&OP fit within the organization. • Critical elements for Executive communication.


Module 3: Integrating Sales Planning into the Process • Customer linking; collaborative planning – VMI, CPFR. • Understanding fit of Demand Management and Sales-Marketing mix. • The critical demand creation factors to forecast. • Integrating new product development and launch. • Integrating product life cycles and “end of life”. • Review of the demand streams.


Module 4: Measurements • Using a balanced scorecard approach to performance measurement.


• Ensuring strategy is incorporated into scorecard design and evalua- tion.


• The importance of measuring forecast accuracy and financial perfor- mance as indicators.


Case Study 2 - Balanced Score-Card Analyze and discuss the content of 3 different score-cards and recom- mend the one that provides best integrated information to senior man- agement. Would this change under a different company / industry / strategy?


Module 5: Operating the Process


• The key questions that will determine how well you are operating S&OP.


• Areas to consider when creating a product family. • Items to include on the meeting agenda. • How to integrate new products and product life-cycle into the process. • Who should be involved? • Links to finance – one set of operational numbers. • The general manager’s role in the process.


• Developing common language between sales and marketing, and manufacturing.


• Using rough-cut capacity planning to provide a reality check..


• How the production plan will differ in make-to-stock and make-to-order environments.


• The Proven Path to S&OP implementation and continuous improve- ment.


• A detailed S&OP policy. • Typical results of S&OP / IBP


Case Study 3- Large CPG Company Analyze the S&OP process in place and identify areas for improve- ment.


Module 6: Data Requirements for S&OP • Aggregate versus detail. • Display of information MTS / MTO.


Module 7: The Demand Management Process • Key building block of demand management.


• Understanding variables and impact factors that lead to forecast errors.


• Documenting assumptions for improved communications and deci- sion making.


• Historical forecasting. What to look for and what to avoid. • Six steps to better sales forecasting and demand planning.


Module 7: Managing S&OP Process and Forecast Challenges • How to deal with inaccurate forecasts.


• Evaluating proper assignment of roles and responsibilities in de- mand planning and for the demand manager and planner.


• Questions that reveal the efficiency of the demand management process.


• Forecast Value Added Analysis.


Case Study 4: How Demand Driven Are You ? Analyze the S&OP process of the CPG Inc. and discuss the quality of its Demand Planning process. Rate the CPG Inc. Discuss the areas of opportunity to improve the process.


Module 8: Closing the Loop with Supply Chain • Roles of aggregate sales plan and detailed sales plan. • Working with extended supply chain.


• How to balance the needs of the marketplace with your company’s resources.


• Crucial questions to ask about your company’s ability to promise products and deal with abnormal demand.


Module 9: Using S&OP Maturity Model to Assess Your Organiza- tion's Position


• Maturity stages of S&OP.


• Tools to validate what stage your company is and what to do to move to next level.


• What does it take to get to a Class “A” and to stay there? • Measuring progress. • Integrating the business and the strategy. • Change management. • Mergers and Acquisitions - beware of ‘reversed engineering’.


• Impact of Sarbanes- Oxley (SOX) on Global Organizations traded in USA.


Case Study 5 - 12 Facets of DDVN (Demand Driven Value Network) Analyze the situation and rate the CPG Inc.. Identify S&OP process improvement steps that will enable move into stage 3 of maturity model..


Module 10: S&OP Software and Systems • Spread sheets. • Dedicated Software. • Connectivity with ERP systems.


Module 11: Individual Experiences with S&OP / IBP • “Taking it home” - How to bring S&OP back to the office.


• Determining what needs to be done to institute or improve your process.


• Identifying change management support needs. Register today at: www.jaguar-aps.com


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