An effective sales and operations planning process is essential to successfully implementing any integrated management system, such as enterprise resources planning or supply chain management. Enterprise Sales and Operations Planning: Synchronizing Demand, Supply and Resources for Peak Performance illustrates the effective real world implementation of this powerful process.

Implementing S&OP now, or getting ready to? This book will make your implementation more sure-footed, less risky, and more successful. Bob & Tom cover all aspects of successful implementation, from composition of the Executive Team to the nitty-gritty of the S&OP spreadsheet design. Already operating S&OP? Learn how to improve the process and make it more effective and beneficial. The 3rd Edition explains S&OP and How It Works, How To Implement It, with Low Cost, Low Risk, Quickly, with High Impact. How to Make It Better . . . and Better We've added new or enhanced material on: * Implementation Methodology * The "People" Part Implementation * Change Management * New Product Introduction * Highly Variable Supply * Managing Risk * Graphical Displays (in color) * Software Selection Criteria * Fixing a Broken S&OP Process * Examples from Real World Companies "Recommended reading for the CEO, as well as marketing, engineering and operations executives . . .

The authors present a dynamic approach to effectively link sales and marketing planning directly to the operations side of a business. Demonstrates how to create a connection between a company's business plan and each department's operations, accurately anticipate changes in customer's needs and significantly improve a firm's competitive position with an enhanced level of customer satisfaction.

The classic MRP work up-to-date with new information on supply chain synchronization Thoroughly revised, Orlicky’s Material Requirements Planning, Third Edition reviews the poor business results embedded in most of today’s business systems; discusses the core problems causing the results; presents and discusses an alternative pull structure for planning and controlling materials flow; and presents initial results from actual implementations. This new edition reveals the next evolutionary step for materials and supply chain synchronization in the modern manufacturing landscape. This update describes: A solution to a chronic MRP-related problem that plagues many manufacturers: shortages of materials, components that block the smooth flow of work through the plant A competitive edge through strategic lead time reductions Significant reductions in total inventory investment Significant increases in service levels This new edition helps companies tackle three pervasive problems: unacceptable inventory performance; unacceptable service level performance; and high related expenses and waste. New to This Edition: New section on manufacturing as the heart of the supply chain management, and specific challenges in the 21st century Covers supply chain management (SCM) and distribution requirements planning (DRP) Discusses the impact of Lean and the Toyota Production System Update of integration software Reviews the emergence of demand-driven strategies and the MRP “conflict” Introduces the new concept of ASR (Actively Synchronized Replenishment) and explains how to incorporate it into business processes Explains positioning and how Six Sigma can help achieve results In-depth discussion of buffers – how to size, maintain, and adjust them New chapter on using MRP tools across the supply chain to enable pull-based approaches New case studies which illustrating the techniques described in the book Comprehensive coverage: The Whole and Its Parts; Manufacturing as a Process; Inventory Management; Prerequisites of MRP 3.0; Traditional Methodology; MRP Logic; Keeping MRP Up to Date; Lot Sizing and Safety Stock; Data Requirements and Management; MRP 3.0; Traditional MRP in Today’s Environment; MRP 3.0 Component 1—Strategic Inventory Positioning; Component 2—Buffer Level Profiling; Component 3—Dynamic Buffer Maintenance; Component 4—Pull-Based Demand Generation; Component 5—Highly Visible and Collaborative Execution; Dynamic Buffer Level Profiling; ASR Demand Generation; Applications; Developing Valid Inputs; Making Outputs Useful; Demand Driven Philosophies and MRP; Engineer to Order Environments; Lessons of the Past; Present State; The Future of MRP 3.0

Sales & Operations Planning has emaerged as an essential set of management tools in this age of global operations, supply chains that extend half a world away, and increasingly demanding customers. Its primary component - Executive S&OP - has rightfully been called "top management's handle on business." The mission of this book is to tell the busy executive what he or she needs to know about Executive S&OP. Written in clear, understandable language, this book can easily be read in the course of an evening or two - or on a plane ride from Chicago to L.A.

Within this book, you'll be able to "go inside" a baker's dozen companies and learn how they use Sales & Operations Planning to run their businesses better. You'll meet large companies and smaller ones, household names and names not widely known, companies whose products you use and companies whose products you've never heard of. You'll also hear from the consultant who helped them implement S&OP. The Best Practices Companies are: Agfa Amcor Cast-Fab Coca-Cola Midi Danfoss Eclipse Eli Lilly EMS Interbake Foods Norse Dairy Products Pyosa The Scotts Company Unicorn Medical Learn: What is this thing called S&OP and why do successful companies use it? What's involved, what are the steps, and how does it work? Where does S&OP work? With which kinds of products? With which kinds of customers? Does it help with the New Product Development and Design process? How are the demand and supply plans for the detailed product mix managed in a way that is consistent with the volume plans from S&OP? Is S&OP really needed in a company using Continuous Improvement methods like Lean Manufacturing or TQM/6 Sigma? How does S&OP work with Supply Chain Management: outside the company, with customers, and with suppliers? In what size company does S&OP work best? How does it work in privately-held companies, global companies and companies using a matrix organization structure? Does S&OP survive ownership or organization changes? How can a company be sure that its financial plans match its operational plans?

The S&OP process is normally the core tactical planning process for a business. Our belief is that an effective S&OP process is the key to running an effective supply chain. An effective S&OP process provides the necessary framework for introducing initiatives like Six Sigma and lean manufacturing because the S&OP provides a framework to identify areas that need improvement. We have laid out the supply chain improvement process as a series of logical steps that culminate in the implementation of a Sales and Operations Planning (S&OP) business process. Each step of our improvement process is designed to provide value to the business, and is easy to digest. Taken together, the five steps provide a structured path for improving S&OP.