- SITL Paris - S&OP process

Transcription

1 - SITL Paris - S&OP process Xavier Lépingle Supply Chain Director Paris, 12 Mars

2 Un concept simple Le S&OP: mais un vrai defi culturel pour l entreprise 2

3 Ceci n est pas un process S&OP Suppliers Operations S&OP Crisis Meeting Customers Customers Operations, Suppliers Marketing & Sales S&OP Un processus de synchronisation des équipes Marketing & Sales 3

4 2 niveaux de maturité du S&OP DEMAND PLANNING SUPPLY PLANNING Advanced : Business Control PRE-S&OP MEETING N oustraito ns les probèm l es! NEW ACTIVITIES DEMAND SUPPLY S&OP Meeting INTEGRATED RECONCILIATION Basic : Control Operationel N oustravaillons des scén arios b usiness! CODI Business Planning Meeting 4

5 Quelques indices pour reconnaître un S&OP basic 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% DEMAND PLANNING SUPPLY PLANNING CSL and PSL sous controle, SC est respectée Apparition des singes lors du SOP Prolifération powerpoint pour animer le SOP Focus sur volume et court terme (<3 mois) Positions défensives et conceptuelles dans la réunion Effet scoop ou création de solutions en réunion pour combler le gap vs budget Case Fill PRE-S&OP Not updated 96 S&OP MEETING ,5 94 REASONS MEETING 98,5 92 BY Supply: CUSTOMER/GROCERY 6233c, 56% CASEFILL BRUT / VIP P08: MAIN OUT OF STOCK BY DISTRIBUTION P01 P02 P03 P04 P05 P06 P07 P08 P09 P10 P11 P12 P13 S&OP Brut Net Brut 03 Meeting Casefill Europe P08: 98,6% Sales: 3640c, 33% 97,5 Network: 1160c, 11% YE YE P P P P P P P P P 0 9 T D YTD ,11% 9 7,7 6 % 9 8,6 1% 9 9,22% 9 9,7 5% 98,88 % 98,93% 9 8,8 6% 9 9,6 4% 99,50 % 99,53% 9 9,19 % 96,5 PETFOOD DELETIONS BY CAUSE P8 98,35% 9 8,45% 98,90 % 9 9,7 4% 9 9,8 0% 99,03% 99,30 % 9 9,15% 9 9,9 0% 99,62% 99,90 % 99,45% CHANNEL 96 NETWORK SAP 11% 0% GI period BY FACTORY P ,5 P09 TD SALES YTD P1 04 P2 04 P3 04 P4 04 P5 04 P6 04 P7 0 4 P8 TD SUPPLY Gross case fill VIP Net case 97,23fill 98, Gross 16 case 98, fill 59 Net 98,8case 5 ACTIVITY fill 99,98Gross 99 case,82 fill 99, Net 26 case SALES 98, fill 72 99,9 99,88 ACTIVITY Global 97,11 97, 68 98, 61 99,2 2 99,75 0% 98,84 98, 93 33% 98, 86 99,6 4 99,77 BY GROUPE BRAND AUCHAN 99,61 % 99,61 % 99,53 NETWORK GI period P P09 TD % YTD 99,53 % 99,13 % 99,23 % VIP Global SAP Sourcing MOE Shortage Gross cas e fill Shortage Gros s case fill Gross case fill ITM 99,41 % 99,52 % 99,51 % 100,50 % SUPPLY 99,38 % 99,77 % M BE M FG. BOKROS ,50 % ,43 % 98,91 % 56% GI period P0 M8 BE 200M 4 FG. BRUCK P09TD 100,00 % YTD 100,00 % 100,00 % FOCUS ON Brand X GI period GALEC P / SYSTEME U 99,51 % P09 TD 99,55 % 99,71 % YTD 99,97 % 99,20 % 99,52 % Brand Gross M BE Mcase FG. fill DOLMA Ne t case fill Sho rtage GROUPE s CARREFOUR e fill Net case 100,00 fill % 99,61 Sho rtage % Gros99,66 s case % fill 100,00 Net case % 99,69 fill 99,51 % Distribution channel Gross case fill Net cas e fill Gross case fill Ne t case fill % Gros s case 99,72 fill Net case 99,13 fill % 99,25 % CESAR M BE M 99,74 FG. ERNOLSHEIM % 99,83 % , % 100,00 99,26 % % ,30 % 99,91 97,77 % % 98,40 % Inventory MBE MFG. LA CHAPELLE CASINO EMC 100,00 99,36 % % 99,65 % 100,00 99,60 % 99,49 99,98 % 99,09 % 99,49 % CANIGOU 99,99 % Green 99,99 Specific Level % ,00 99,03 %% 100,02 99,96 % 97,62 99,74 M BE M FG. LITHUANIA 31 99,91 % % % 100,00 97,62 100,10 % % 99,95 99,04 % 99,53 % Composition du stock - P8 CATSAN 100,00 % 100,10 GROUPE PROVERA 99,29 % 99,79 % 98,59 100,38 99,14 % 99,46 % M BE M FG. M INDEN DEFICIT % SUR STOCK 2 (caisses) 100,00 % 26 COUVERTURE 100,00 % 99,98 (jours) % PMS 99,01 % 99,44 % 100,00 % 99,40 % Grocer y Spe cific OTHER TIGHT ITEMS FROLIC.. 99,51 % 99,59 99,64 % 99,90 99,18 99,42 % M BE M99,98 FG. PETERBOROUGH % 2004P09W4 99,99 % 2004P10W P10W2 100,00 % 2004P09W4 100,00 100, P10W1 % % 2004P10W2 99,82 % 100,00 99,92 % % 95,30 % 7% GV F PEDmtk KIT10kg EKAT ADULT MBfVg BE MF/NL/D 98,10 FG. SPAIN % 98, % ,55 64 % 12100,67 99,91 % 13 % ,67 % ,00 99,12 % % 99,46 % VDN ARV BOK Hard Discount Spe ci 100,00 % 100,00 100,00 % 99,52 99,73 % 5

6 Un travail commun supply chain et finance pour factualiser/clarifier le GAP NEW ACTIVITIES DEMAND PLANNING DEMAND SUPPLY PLANNING SUPPLY FINANCIAL VIEW & SCENARIOS PRE S&OP MEETING PRE-S&OP MEETING Plants control S&OP Meeting VOLUME FINANCIAL PLANNING FOR CODI Quels scénarios pour combler le gap?? Hit the Target Sales Forecast Accuracy 0 OBJECTIVE Débats factuels sur un chiffre unique FORECAST GAP YEAR-END 6

7 Quelques indices pour reconnaître un S&OP avancé NEW ACTIVITIES DEMAND SUPPLY INTEGRATED RECONCILIATION CODI Business Planning Meeting S&OP focussé sur la prise de décision et non sur la compilation/verification des chiffres 7

8 Focusser le meeting SOP sur la prise de décision et non sur une revue détaillée exhaustive Ex em ple LU France 2004 Volume (Kt) Bxx CAN NET (M ) Bxx Ventes France GMS Jan T1 Total Année Perf TdS(%) Janv 98,2 YTD 98,2 KPIs Forecast Accuracy (%) CDS (k ) Jan 84.2 YTD Lignes sous surveillance 2008 Usines LUF Petit Écolier Mikado VPB Pépito/Granola Coqueline/miniourson Petit GM/marbré Cible 99% Nb Skus Ytd 07 Ytd Nb Activités actives Co- Packing Négoce s SSTT Co-Packing TUC Paille d Or Flûtes Prince Premium Sur-effectifs 8 Usine XXX yyy

9 Focusser le meeting SOP sur la prise de décision et non sur une revue détaillée exhaustive SnOP March 2007 Domestic&Export M Volume vs Budget YTD M Volume vs Budget Volume vs Budget Volume vs Budget Mar tend YTD April May Jun Volume vs Budget CAN Volume vs Budget ROP Supply (85% target) Forecast Accuracy Stocks Monthly Forecast Annual result Previous month performance Rolling forecast+budget year-end Last month February SC KPI's CSR (98% target) C o m m e n t s 99% 96% 100% 102% 107% 102% 81% 98% LM: 98% CSR with improving FA 81% Total Domestic&Export M: Sales tendency for March Jubilee Plain Jubilee Morning Jubilee Chocolate Jubilee Soft Cakes Prichuda Biscuits Chocobarokko 104% 99% 102% 103% 101% 104% 84% 100% LM: low demand (56% vs RF) for Promo % 67% 80% 87% 82% 83% -17% 62% 96% 2007: -211t on Domestic vs budget 107% 102% 101% 108% 118% 108% 92% 100% 107% 101% 106% 120% 118% 106% 82% 94% 89% 95% 91% 102% 101% 98% 96% 99% 89% 76% 80% 78% 75% 87% -13% 72% 96% 91% 97% 119% 133% 132% 118% 89% 100% Volume vs Budget FA CSR >=97% >=85% >=98% >=95% & <97% >=80% & <85% >=95% & <98% <95% <80% <95% LM: Jubilee Apple - supply problem + shelf life (~2 t underdelivered) 2007: -681t on Domestic vs budget M: Overstock ~2 weeks (160t) => cancelled deliveries from Poland in March (~65 t) M: Start-up of Jaffa line M+3: ~100t short shelf-life product => sales activities TBC 9

10 Quelques indices pour reconnaître un S&OP avancé NEW ACTIVITIES DEMAND SUPPLY INTEGRATED RECONCILIATION CODI Business Planning Meeting S&OP focussé sur la prise de décision et non sur la compilation/verification des chiffres Marketing & Sales sont pro-actifs dans le process 10

11 Comment gagner le support Marketing & Commercial : Travailler des scenarios business plutôt que des chiffres Revenu Focus Chiffres Temps 90! ? D e b a tsu rle s c h iffres Chiffre UNIQUE Budget Revenu Assumptions +20% Adverstising on Activia Launch of Askeo in April OverNest promotion in June Assumption Changes 2% of negative mix effect in CANN Baseline line down by 1pt Focus drivers Temps Opportunities Acceleration of project XY Competitor Z on strike OSA project with Carrefour Risk Capacity constraints in Rotselaar Delisting from Auchan High Decisions Made Budget Low Double promotion budget in may Cut Adverstising on Actimel in may Decisions Reqd/Recomm Accelerate complexity project Focus on 10 major launches Cut small projects T r a v aail p p r o fo ndd ei s scén a r io sb u sin e ss 11

12 Quelques indices pour reconnaître un S&OP avancé NEW ACTIVITIES DEMAND INTEGRATED RECONCILIATION CODI Business Planning Meeting SUPPLY S&OP focussé sur la prise de décision et non sur la compilation/verification des chiffres Marketing & Sales sont pro-actifs dans le process S&OP travaille au delà des 12 mois et en CAN / ROP Le gap vs budget est comblé voir depassé de façon réaliste Le CODI est aligné avec les 12 objectifs du processus

13 N oubliez jamais les objectifs du client interne CLIENT = Direction Generale Excellence Operationelle OBJECTIFS = Strategie Société Intimité Client 13 Leadership Produit

14 Les indicateurs clés d un S&OP OFCF monitoring Customer Service Level Couverture de stock Coûts Destruction des PF/MP/MC Impactés par la qualité du SOP S&OP KPIs Forecast accuracy Activites marchés integrées au SOP Impacte la qualité du SOP SOP instance de decision Scenarios/Gap evalués en CAN/ROP Realisation des plans action SOP n-1 14 Measure la performance du SOP

15 Comment implementer un SOP avec Succès? 15

16 Avant tout faire le diagnostic de la situation de depart Vous n avez pas de S&OP : Excellence Operationelle Partez du client et du besoin Intimité Client Leadership Produit Vous avez un S&OP en souffrance : Diagnostiquez votre niveau de maturité 16

17 S&OP roadmap: HP Foods THEMES Stage 1: first monthly cycle is completed Stage 2: 6 monthly cycles have been completed Stage 3: a full-year cycle has been completed ORGANIZATION & OWNERSHIP O1.1.a-Have GM support O1.1.b-Involve actively ManComin the process O1.2 Involve all relevant functions O2.3 Define the S&OP calendar as a O1.3 The S&OP process performance is backbone of all functions agenda one of the participants personal objectives O2.1 Have a S&OP horizon sufficient for your CBU O2.4 - Use S&OP for budget and strat plan O2.2.d S&OP Policy shared O2.2.a -Conduct initial briefing O2.2.b - Conduct education day O2.2.c - Formalize and communicate your S&OP process description O2.5 Monitor the Process with a KPI DEMAND PLANNING D1.1 - Historical sales data available D3.1 Plan the unconstrained demand D1.2 Involve Sales and Marketing in cleaning history D2.1 Involve sales and marketing in forecasting D2.2 Include promotions and innovations in forecasts D4.1 Put in place forecasting KPIs D2.3 Document forecasting assumptions D3.2 Have one set of D3.3 Use forecasts for numbers for forecasts : financial projections consensus D2.4 Build forecasts by channel / customer D4.2 Gaps review in past performance D2.6 Use customer data as input to forecasting D2.5 Synchronize intercompany forecasts D2.7 Plan demand for proximity markets SUPPLY PLANNING S2.1.a Have production planning tools available S2.1.b Identify relevant products families for planning S1.1.a Document industrial efficiency assumptions S2.2 Review gap between Demand and Supply S1.1.b Formalize an internal flexibility contract between factories and S. Chain S1.2 Formalize an inter-company Service Level Agreement S3.1 Track Plant Service S3.2 Review gaps in Level and Inventory KPIs past performance S2.3 Review all operational S2.4 Review constraints during the gap analysis inventory allocation S2.6 - Rough cut capacity planning for Operations and CAPEX planning S2.5 Simulate other planning options PRE-S&OP INTEGRATIO N I1.0 Identify pre- I1.1.a Document S&OP participants gap analysis I1.1.b S&OP spreadsheet agreed (templates) I1.2 Do a financial assessment of gaps I2.1 Build alternatives I3.1 Communication of gap analysis and potential solutions to management I2.2 Scenarios-building with impacts on KPIs calculated / risk analysis S&OP MEETING M1.1.a Identify participants: functions and level M1.1.b Set dates for the 12 next meetings M2.1 Keep the meeting M2.2 Review decisions made decision- and action- oriented at the previous S&OP meeting M3.1 Communicate decisions made M3.2 Extend to financial reporting/communication M1.2.a Put past performance and business trends also on the agenda 17 M1.2.b - Extend agenda to other topics (launches, obsolescence, projects)

18 Les facteurs clés pour implementer un S&OP Leçons tirées de l expérience LU Volonté et conviction du CODI Démarrer le processus sur les hot topics pour focuser sur les decisions Eviter la complexité ( ennemi N 1 du processus) Supprimer les meetings parasites ( quand le SOP délivre) Impliquer la Finance Se baser sur des facts & figures pour définir et valider les scenarios Un unique leader pour implementer le SOP, qui deviendra ensuite coanimateur avec mkg et commercial Description claire du processus et respect des standards Ne pas sous-estimer le volet accompagnement du changement 18

19 Combien faut-il de temps pour construire une maison? 6 semaines ~ 3 semaines 3 jours 3 heures 19

20 MERCI 20

21 A process structuring the key steps to be followed for a successful S&OP meeting Information collection & consistency Action plan & evaluation Arbitration & decision Execution Demand Cells Formalizes demand over 9 months, integrating Marketing & Sales assumptions Demand consistenc y check Delta Committee Scenario Committee Pre S&OP S&OP Committee Implementation Supply Cells Consolidates Demand & Supply into 9-months load plans Identifies gaps Suggests action plans to synchronize supply, demand and business plan Documents and evaluates scenarios Validate sales plans and decides corresponding action plans Updates the 9- months plans and implements action plans Formalizes operations constraints and flexibility over 9 months 21