SOP销售和营运规划流程

* 供应链部负责人、运营部负责人
* 销售预测经理、需求计划经理、供应计划经理（主计划、物料计划、生产计划）
* 与运营直接相关的部门经理和主管（生产、采购、物流、项目）

销售与运营规划流程（Sales & Operation Planning Process）——供应链管理高级决策工具，是企业运营的最高协调、平衡和决策系统，是协调市场、销售、生产、采购、物流最高效的管理平台。

S&OP的规划过程涉及企业经营和企业运营管理的多个方向的议题，包括短中长期业务计划的制定，需求与供应的平衡，订单履行策略的实施，供应策略的选择，库存策略与服务水平的调整。通过滚动和整合的计划方法进行市场目标、财务目标、库存目标、服务目标和生产目标的适时和合理的调整，从而提高企业整体的运营效率。

S&OP的实施，使企业站在战略和管理层面从根源上去除企业运营层面上的各类障碍和制约，解决运营层面存在的困难和问题，实现精准、灵活、经济的供应。

S&OP已经过了20多年的实践，运用企业还是以合资或外资为主，因为观念的转换和专业人员的成长都需要一定的时间。S&OP在近期才得以广泛应用和普及的原因，是它的成熟度和有效性得到了企业的广泛认可，另一方面则是它的市场导向和动态平衡原理在帮助企业应对多变的供应链环境具有卓越的成效。

1. 对企业运营现状的分析
* 企业所在的市场和客户诉求的分析
* 有竞争力和高效运营的制造企业的特征
* 识别企业内部和外部供应链、主链与辅链
* 企业运营中的主要困难和问题

2. 介绍集成的业务协调、平衡、决策和执行过程S&OP
* 什么是销售和运营计划? 对销售和运营计划的错误理解
* 销售和运营计划过程的目标
* 多层次的销售和运营计划
* 销售和运营计划的过程步骤、各步骤的参与者、主要目的和目标、输入与输出
* 销售和运营计划过程步骤的时间框架
* 运行S&OP系统的先决条件和遵循的规则
* 公司最高领导在S&OP中的角色

3. 启动：业务回顾和关注新战略行动
* 上期公司层面业绩的回顾及偏差分析
* 来自组织外部和内部对业务产生影响的活动
* 制定新战略行动计划
* 调整业务目标

4. 第一步：需求回顾和规划
* 回顾上期预测的表现, 分析预测与实际偏差的根本原因
* 评估上期所记录的驱动需求的假设
* 讨论改善的行动方案和行动计划
* 更新各类市场、销售的新行动计划
* 整合市场和销售计划, 生成不受限制的需求预测
* 讨论并同意12~18个月滚动的受约束的需求预测

5. 第二步：供应回顾和规划
* 回顾上期供应的表现，寻找导致偏差的原因
* 定期回顾计划的参数、供应策略、库存策略
* 整合各资源能力, 生成初步受制约的销售和运营计划和资源短缺清单
* 分析供应的限制、制约和风险
* 提供各种可能的选择机会和方案
* 预见中期、长期的资源需求

6. 第三步：预备讨论会 Pre - S&OP
* 整合与协调需求和供应计划
* 讨论可行的方案，做出优先级与取舍决定
* 生成经评估的需求预测并最终达成一致
* 生成财务的预测
* 高质量的信息共享和决策平台
* 评估业绩, 推动由外部市场和竞争所驱动的内部持续改善
* 检讨运营中存在的障碍、制约、困难和问题, 制定相应的改善行动计划
* 解决部门之间的冲突, 引导跨部门的高效合作
* 以结果为导向,积极推动变革管理

7. 第四步：S&OP 会议
* 设定主要业绩指标和绩效评估
* 批准受限制的需求预测
* 批准Pre-S&OP提交的决策清单, 并解决提交的问题
* 分享Pre-S&OP 行动计划的执行情况

8. 执行
* 生成最终的主生产计划
* 生成各辅链的计划
* Pre-S&OP, S&OP 行动计划的执行
1. Status quo analysis of business operation
* Understanding the market and customer requirements
* Character of the effective manufacturing company
* Identifying internal supply chain, external supply chain and its sub - chains
* Major difficulties and issues in business operations

2. Introduction of sales & operation planning process
* What is S&OP process? The misunderstanding of S&OP
* Objectives of S&OP process
* Multi - level S&OP
* S&OP process, participates, the main goals and objectives, inputs and outputs of each step respectively
* Time frame of S&OP process
* Principles and guidelines of running S&OP process
* The role of top management in S&OP process

3. Start: business review & new activity
* Business performance review at company level and analysis deviations
* Impact to business operation from internal & external activities
* Developing new activity plan (NPD, new client, new price strategy…)
* Adjustment of business goal (budget or LE / EFY)

4. 1st step: demand review
* Reviewing last period demand accuracy performance, discovering the root cause of the deviations
* Assessing recorded demand assumptions
* Proposing improvement solutions and recording the actions
* Updating new activity plan of marketing and sales
* Generating unconstrained demand forecast by integrating market activity plan, NPD forecast, sales forecast, statistics forecast
* Discussing and agreeing on the 12~18 month rolling unconstrained demand forecast

5. 2nd step: supply review
* Reviewing last period supply performance and discovering the root cause of the deviations
* Regularly reviewing planning parameters, supply strategy, inventory strategy
* Generating rough constrained sales & operation plan and resource short list by integrating all relevant input resources
* Analysis of supply limits, constrains and risks
* Proposing all possible options and solutions
* Predicting mid - term, long - term resource requirements

6. 3rd step: pre - S&OP meeting
* Integration and reconciliation of S&OP
* Discussing viable solutions, deciding to make a priority and trade - offs
* Generating evaluated demand forecast and reaching agreement
* Generating financial projections
* A high quality platform for information sharing and decision making
* Assessing performance, promoting internal continuous improvement which driven by external market and competition
* Reviewing existing obstacles, constraints and difficulties, and developing appropriate improvement action plan
* Resolving conflicts between departments to guide the efficient inter - departmental cooperation
* Results - oriented, and actively promoting change management

7. 4th step: S&OP meeting
* Setting key performance indicators and performance evaluation
* Approving the constrained demand forecast
* Approving the decisions list submitted Pre - SOP and solving the issues submitted by Pre - S&OP
* Sharing the performance of Pre - S&OP actions

8. Implementation
* Generating MPS
* Generating functional plan
* Execution of Pre - S&OP, S&OP actions