1 ère mondiale. Carol PTAK "Roughly Right is better than precisely wrong"

Transcription

1 1 ère mondiale Carol PTAK "Roughly Right is better than precisely wrong" All material and content copyright 2015 Institute. All rights reserved. 1

2 Carol PTAK est actuellement associée au Institute. Elle a été vice-présidente et Global Industry Executive (industrie et distribution) chez PeopleSoft où elle a développé le concept de Driven Demand Manufacturing (DDM). Elle est également ancienne présidente de l'apics et l'auteure de nombreux articles et livres. All material and content copyright 2015 Institute. All rights reserved. 2

3 Where have most companies focused planning? New Demand Product Supply Financial 3

4 What area has the most change? New Demand Product Supply Financial 4

5 S&OP Definition Sales and Operations Planning (DDS&OP) DDS&OP is a bidirectional integration point in a Adaptive System between the strategic (annual, quarterly and monthly) and tactical (hourly, daily and weekly) relevant ranges of decision making. DDS&OP sets key parameters of a Operating Model based on business strategy, market intelligence and key business objectives (strategic information and requirements). DDS&OP also projects the model performance based on the strategic information and requirements and various model settings. Additionally, DDS&OP uses variance analysis based on past model performance (reliability, stability and velocity) to adapt the key parameters of a Operating Model and/or recommend strategic alterations to the model and project their respective impact on the business. All material and content copyright 2015 Institute. All rights reserved. 5

6 The Adaptive System Pyramid ROI Bottom Line Benefits Without Tradeoffs High Service Lower Inventory Fewer Expedites New Operational Considerations Cash Flow Buffer Status Sales Orders New Operating Model Position, Protect & Pull Fundamental Principal FLOW 6

7 DDS&OP compare/contrast DDS&OP Aligns strategy to capability Employs a dynamic demand driven operating model Has a bi-directional effect on strategy Direction is coming from roughly right through relevant ranges Compared to other S&OP models APICS supply focused rather than demand focused Ollie Wight common plan rather than flexible capability Gartner trade-offs rather than flexible capability Sales and Ops planning institute one way linkage to operation. Disaggregate strategy to operations only. All material and content copyright 2015 Institute. All rights reserved. 7

8 Adaptive System Schema Tactical Flow Management Tactical Relevant Range (Hourly, Daily, Weekly) DDS&OP Strategic Business Management Strategic Relevant Range (Annually, Quarterly, Monthly) Model Parameter Management Model and part parameters Plan Parameters Strategic Direction Actual orders Operating Model (DDMRP, DDDRP, Scheduling & Execution) Business Plan (financial expectations) Strategic Planning (market intelligence, business objectives, strategic decisions) Variance Analysis Model Projections Strategic Options & Recommendations Control, Measure, Adapt & Project 8

9 Projecting Operating Model Performance Plan Parameters Model Projections CAPABILITIES PERFORMANCE TARGETS DEMAND PORTFOLIO NEW ACTIVITIES Projected Capabilities Projected ADU Capacity Load Impact MODEL AND PART PARAMETERS Working Capital Impact Space Impact All material and content copyright 2015 Institute. All rights reserved. Certified Planner (CDDP) is a trademark of the ISCEA 9

10 Operating Model Model Stability Model Reliability Model Velocity/Speed MODEL AND PART PARAMETERS Variance Analysis Part Buffer Profiles (time and capacity) Part Profile Assignment Part & Resource Scheduling Properties Resource Assignment Promise Dates Capacity Scheduling Work Order Releases Part Buffer Profiles (stock) Part Profile Assignment Part Planning Properties Demand Driven MRP Sales Orders Supply Orders (PO, MO, STO) with Net Flow Priority Execution 10

11 Suite de la présentation et enregistrement réservés aux adhérent-es Fapics. Pour adhérer en ligne : All material and content copyright 2015 Institute. All rights reserved. 11

12 Fapics vision & mission Créée en 1991, Fapics est une association de professionnel-les du Supply Chain Management pour les professionnel-les du Supply Chain Management. Notre vision : Du partage des savoirs, de la mise en réseau, du développement des talents naissent compétitivité et croissance. Notre mission : Etre en France, une association de professionnel-les, catalyseur : du partage des bonnes pratiques en management de la supply chain, du développement des individus par la validation et la promotion des certifications professionnelles internationales au service de la compétitivité de leurs entreprises de la mise en valeur des savoirs faire français en gestion des opérations pour contribuer à la création d'emplois Avec Fapics, boostez votre compétitivité! Exemple de réalisation : Depuis 2013 : Introduction du Body of Knowledge MRP en France. Accompagnement des organismes de formation, trainers et SSII et mise en valeur des projets.