Sales and Operations Planning in Software
What the Book Covers
Getting Clear on S&OP
S&OP is commonly discussed, yet an infrequently mastered area of planning. S&OP continues to be one of the most misused and overused terms in business.
S&OP is a type of long-term planning that attempts to match supply and demand and provides input to a financial plan to support the firm’s overall strategy. S&OP is, in part, a subcategory of consensus-based forecasting. It means driving to a consensus on what are branches within the company or entity that are often more competitive with one another than actually collaborative.
No Problem on Getting Consensus?
Obtaining this consensus is no easy task, and beyond the political aspects of S&OP, S&OP comes with its unique software challenges because it means both plannings at a higher level of aggregation than other planning processes, while also exposing the specific constraints so that those constraints can be evaluated for possible alteration.
All of these issues and more are addressed in specific detail in this book. By reading this book, you will learn:
- What is the difference between S&OP and IBP, and how does this relate to the difference that is often described in the marketplace?
- What are the essential features of S&OP applications, and how do some standard S&OP applications differ in their design?
- What are the implications of aggregation to the S&OP application and process?
- What are the political considerations that are required to be understood to be successful with S&OP?
- What are the natural domains for executive adjustment versus lower-level planning adjustment?
- Chapter 1: Introduction
- Chapter 2: The Relationship Between Planning Systems and S&OP Systems
- Chapter 3: S&OP Versus Integrated Business Planning
- Chapter 4: SAP IBP, ANAPLAN & SAP Cash Management
- Chapter 5: The Impact for SAP IBP with HANA
- Chapter 6: S&OP, Aggregation, and Forecast Hierarchies
- Chapter 7: Challenges in S&OP Implementation
- Chapter 8: How Misunderstanding Service Level Undermines Effective S&OP
- Chapter 9: Conclusion
Table of Contents
Chapter 1: Introduction
- The Structure of the Book
- The S&OP Software Category Books and Other Publications on S&OP
- S&OP Software Overview
- The Use of Screen Shots in the Book
- Timing Field Definitions Identification
- How Writing Bias Is Controlled at SCM Focus and SCM Focus Press
- The Approach to the Book Important Terminology
- The SCM Focus Site
Chapter 2: The Relationship Between Planning Systems and S&OP Systems
- Services S&OP The Traditional Interaction between S&OP and Planning Systems
Chapter 3: S&OP Versus Integrated Business Planning
Chapter 4: SAP IBP, Anaplan & SAP Cash Management
- Resource Adjustments Performed in the S&OP Application?
- Cash Forecasting Conclusion
Chapter 5: The Impact of SAP IBP With HANA
- What is SAP HANA?
- Taking a Holistic View of Applications
Chapter 6: S&OP, Aggregation, and Forecast Hierarchies
- The Pros and Cons of Detailed Planning System Overlap and Planning Domain Expertise Conclusion
Chapter 7: Challenges in S&OP Implementation
- Getting Buy-In The Politics of the Sales Forecast versus the Supply Chain Forecast Bias
- Identification Interpretation and Planning of Consensus Planning Processes
- New S&OP?
- The Increased Complexity of Planning Promotions Product Proliferation
- How Product Proliferation Interferes with Manufacturing and Supply Chain Productivity
Chapter 8: How Misunderstanding Service Level Determines Effective S&OP
- Essential Requirements for Both Service Level and Safety Stock Setting
- Safety Stock Calculation Requirements
- Service Level Calculation Requirements
- Requirements That Apply to Both Service Level and Safety Stock
- Other Inventory Parameters
- The Reality of Supply Planning Parameters
- Giving the Business the Parameter Support it Needs
- Calculating the Values
- An Inventory Parameter Calculation Project
- The 3S Calculator
- Simplified Constraints in 3S
- S&OP in 3S
Questions about the Book?
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