固特异亚太区供应链总监培训教材——最新s&op操作（中英文对照

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1、固特异亚太区供应链固特异亚太区供应链总监培训教材总监培训教材最最新新S&OP操作（中英文操作（中英文对照）对照）Goodyear ConfidentialContentsContents目录目录n Objectives of this presentation培训的目的n Asia Pacific Supply Chain at Goodyear,overview固特异亚太供应链概况n S&OP,Overview;销售及运作计划概况n S&OP Process at Goodyear固特异的销售及运作计划方法n S&OP,Detail view销售及运作计划的细节n Next Steps下一步

2、2Goodyear ConfidentialObjectives of this PresentationObjectives of this Presentation培训的目的培训的目的n Explain the S&OP Process;解释销售及运作计划的流程n Answer your questions;解答问题n Analyze the possibility for Triangle to cope with Goodyear S&OP.分析三角与固特异在销售及运作计划方面合作的可能性3Goodyear ConfidentialContentsContents目录目录n Objec

3、tives of this presentation培训的目的n Asia Pacific Supply Chain at Goodyear,overview固特异亚太供应链概况n S&OP,Overview;销售及运作计划概况n S&OP Process at Goodyear固特异销售及运作计划的方法n S&OP,Detail view销售及运作计划的细节n Next Steps下一步4Goodyear ConfidentialAsia Pacific Supply Chain:Overview Asia Pacific Supply Chain:Overview 亚太供应链概况亚太供应链

4、概况Manufacturing Footprint工厂分布图Logistics Footprint物流分布图n8 tire plants-3 closed in 3 years-8个轮胎厂-3年内3个关闭n50 warehouses;50个仓库n15000 containers/year;一年15000个货柜n150000 truck/year;一年150000车nTotal AP SC Associates:300.亚太供应链员工总数300nInventory days:48,including in transit;存货周期48天，包括在途时间nSales Forecasts accura

5、cy:70%;销售预期精确度70%nOTIF:88%;交付率88%nAbsolute Schedule Compliance:91%;生产排产达成率91%nCost to serve per unit:$2.49 每条供应链的成本$2.49Rest of the World5Goodyear ConfidentialContentsContents目录目录n Objectives of this presentation培训的目的n Asia Pacific Supply Chain at Goodyear,overview亚太供应链的概况n S&OP,Overview;销售及运作计划概况n

6、S&OP Process at Goodyear固特异销售及运作计划的方法n S&OP,Detail view销售及运作计划的细节n Next Steps下一步6Goodyear ConfidentialSupply Chain Manages 3 Main Flows Supply Chain Manages 3 Main Flows 供应链管理的三个主要流程供应链管理的三个主要流程n 1.Physical flows;实体流n 2.Demand flows;需求的信息流n 3.Tracking flows.追踪流7Goodyear Confidential1.Physical Flows1

7、.Physical Flows实体流实体流Purchasing采购Manufacturing制造Distribution分配8Goodyear Confidential2.Demand Flows2.Demand Flows需求的信息流需求的信息流Purchasing采购采购Manufacturing制造制造Distribution分销分销Sales Forecasts销售预估销售预估Finished Goods Planning 成品计划成品计划Raw Materials Planning 原材料计划原材料计划9Goodyear Confidential3.Tracking Flows3.T

8、racking Flows追踪流追踪流Purchasing采购采购Manufacturing制造制造Distribution分配分配Sales Forecasts 销售预估Finished Goods Planning 成品计划Raw Materials Planning原材料计划Tracking追踪10Goodyear ConfidentialThe Flows Are Managed Through 1 Process:The Flows Are Managed Through 1 Process:S&OPS&OP销售及运作计划掌控整个流程销售及运作计划掌控整个流程PurchasingMa

9、nufacturingDistributionSales ForecastsFinished Goods PlanningRaw Materials PlanningTrackingS&OPS&OP:Sales and Operations Planning11Goodyear ConfidentialS&OP Is a Meeting Among All Functions to S&OP Is a Meeting Among All Functions to Agree on 1 Plan Agree on 1 Plan 销售及运作计划是所有职能达成统一目标销售及运作计划是所有职能达成统一

10、目标销售及运作计划是所有职能达成统一目标销售及运作计划是所有职能达成统一目标Golden rule:1 set of numbersManufacturing制造制造Purchasing采购采购Sales销售销售Supply Chain 供应链供应链Marketing市场市场Finance财务财务Big Boss 总指挥总指挥12Goodyear ConfidentialKey Objective 1:Linking Supply and Key Objective 1:Linking Supply and Financials with Market Demand Financials wi

11、th Market Demand 关键目标关键目标关键目标关键目标1:1:用市场需求连接供应和财务用市场需求连接供应和财务用市场需求连接供应和财务用市场需求连接供应和财务S&OP销售及运销售及运作计划作计划Sales&Marketing/product life cycle 销售销售&产品产品营销周期营销周期Demand Planning 需求计划需求计划Supply Planning 供应计划供应计划Financial Forecast 财务预测财务预测Customer Service 客户服务客户服务Inventory Management库存管里库存管里Mfg.Execution 生产执

12、行生产执行Demand 需求需求Supply 供应供应13Goodyear ConfidentialKey Objective 2:Single and Agreed PlanKey Objective 2:Single and Agreed Plan关键目标关键目标2:2:单一的和一致的计划单一的和一致的计划n All Functions have exactly the same plan,driven by Customer Satisfaction and Company strategy;n所有职能部门必须紧紧围绕客户满意度和公司战略决策的宗旨n 12 months to 5 yea

13、rs planning horizon 12个月到5年的规划周期M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12Year 1第一年第一年Year 2 第二年第二年Year 3第三年第三年Year 4第四年第四年Year 5第五年第五年Short term短期Mid term中期Long term长期14Goodyear ConfidentialKey Objective 3:Tool Used to Drive The Key Objective 3:Tool Used to Drive The CompanyCompany关键目标关键目标3:3:使公司运作的工具使

14、公司运作的工具n From short to long term;从短期到长期n Plans are updated to reflect Company strategy,or to reflect Market changes;计划应根据公司的策略或市场变化而调整M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12Year 1第一年第一年Year 2第二年第二年Year 3第三年第三年Year 4第四年第四年Year 5第五年第五年Short term短期Mid term中期Long term长期Operational操作上的Tactical技术上的Strategi

15、c战略上的15Goodyear ConfidentialMain Benefits of Using S&OP Main Benefits of Using S&OP 使用使用使用使用S&OPS&OP的好处的好处的好处的好处n Complete alignment among all functions;所有职能部门目标的一致性n Drives Company strategy;制定公司策略n Decision making process,shared by all;所有人参与决策n Visibility;可见性n Solve short term issues;解决短期问题n Plan f

16、or mid term solutions if mid term issues;如果有中期问题，制定中期解决方案。n Plan for long term solutions if long term issues;如果有长期问题，制定长期解决方案n Tool to drive and achieve Company objectives and results;策定及达成公司目标的途径n Brings discipline;制定规范n Develop team working;发扬团队合作16Goodyear ConfidentialIf No S&OP ThenIf No S&OP Th

17、en如果没有如果没有S&OPS&OPn Functions not aligned;职责混乱n No possibility to drive company strategy;无法制定公司策略n Multi decisions,not shared by all=no decisions很多决策不能达成一致=没有决策n No visibility没有可见性n Short term issues are solved through emergency;只能通过紧急方式解决短期问题n Mid and long term plans are not addressed;中长期计划未显示n Mor

18、e difficult to achieve results;难以达到成效n No Team Working;没有团队合作n Too high or too little inventory(Raw Materials,Finished Goods);太多或者太少的存货（原材料，产成品）n Poor customer service;客户服务不周17Goodyear ConfidentialOne of the Key Enabler of S&OP isOne of the Key Enabler of S&OP is销售运作计划的关键因素销售运作计划的关键因素n not IT system

19、s;不是IT系统n not high level experts;不是高水平的专家n DISCIPLINE 纪律18Goodyear ConfidentialA High Level of Discipline is Required As S&OP A High Level of Discipline is Required As S&OP is Very Preciseis Very Precise销售及运营计划的高精确性要求有高的纪律性销售及运营计划的高精确性要求有高的纪律性Monthly cycle/rolling 18-24 months月度循环月度循环/周期周期18-24个月个月M

20、arketing Meeting营销会议Preparing Forecasts准备预测Demand Meeting需求会议S&OP meeting销售及运作会议Supply Plans(rough cut capacity)供应计划Finalize detail Production and sales plans最终确定生产细节和销售计划Full Financials 全面的财务计划Marketing managers meet to define a marketing plan营销经理确定一个营销计划to reach an agreed and common Sales,Manufact

21、uring,Purchasing and Financial Plan.The plans are not only used for next month,but for next 18-24 months as well为了达到一致的和共同的销售，生产，采购和财务计划这个计划不仅用于下个月而且也要运用于以后的18-24个月The Marketing Plan is communicated to Sales.Sales prepare Sales Forecasts based on the Marketing Strategy营销计划与销售是关联的。销售预测基于营销战略Sales,Mar

22、keting,Supply Chain,meet to agree on a final Sales Forecasts plan销售，营销，供应环节共同制定销售预测计划Supply Chain uses the final Sales Forecasts to prepare a Supply Plan供应环节根据最终的销售预测准备供应计划Sales and Supply Plans are reviewed during a meeting S&OP Meeting-by all Top Managers.An agreed plan is reached在S&OP会议上探讨销售和供应计划

23、，所有高层负责人参加，制定同意规划Based on the agreed plan,Sales and Operations finalize the plan at SKU level基于一致的计划，销售和生产最终确定具体规格的计划Based on the detail Sales and Production plan,Finance run the financials projection基于详细的销售和生产计划，财务运作财务计划19Goodyear ConfidentialKey Enablers of S&OP1.Create a repeatable rolling 18 to

24、24 months horizon planning process and measure performance to AOP/business strategy2.Create a single consensus sales plan that allows development of realistic(demand)sales,supply and inventory plans across all functions3.Create clear roles and responsibilities that drive decisions to deliver the S&O

25、P plan4.Create a platform for continuous improvement based on on-going&strategic business needs5.Build cross-functional teamwork Expected Results1.Work within formal structure of S&OP process2.Proactively identify and address supply and demand imbalances3.Improved life cycle planning4.Create consist

26、ent performance measurement and identify areas for improvementa.Sales forecast accuracyb.Production compliancec.Inventory daysd.Slow moving inventorye.Customer service:OTIFf.Resource utilization/costg.Financial forecast accuracyEnablers and Key Expected Results From Enablers and Key Expected Results

27、 From S&OP S&OP 20Goodyear Confidential销售和运用规划的关键促进因素：1.创建一个变动的18至24个月的规划进程和年度计划经营策略的绩效测评。2.创建一个单一的达成共识的销售计划，此计划对销售，供应和库存计划的改进是可行的。3.建立明确的角色和责任分工，推动销售和运用计划的实行。4.建议一个基于连续和战略业务需要的不断改进的平台5.建立跨部门协作期望的结果：1.在销售和运用规划进程的正规框架下进行2.积极主动地查明和解决供求失衡3.改进的进程周期规划4.创建一致的业绩衡量和确定改进的领域a.销售预测的准确性b.票据一直性c.库存d.库存变动小e.消费者服务

28、，全额的交付率f.资源利用g.财务预测的准确性销售及运营计划的关键促进因素和期望结果21Goodyear ConfidentialS&OP,Principles(2/2)S&OP,Principles(2/2)销售及运营计划，原理（销售及运营计划，原理（2/22/2）n The final output of S&OP process is a financial plan,not an Production/Sales/Inventory PSI-plan in units;销售及运营的末级输出是一个财务计划，而不是单单的一个生产、销售、库存的数量。n It drives not only

29、Capex but Purchasing as well;制定固定资产及采购计划n The Chairman of the S&OP meeting is the Managing Director;销售及运营会议的支持人是常务董事22Goodyear ConfidentialS&OP,Principles(1/2)S&OP,Principles(1/2)n S&OP Sales&Operations Planning-is a rolling monthly process used to drive the company from strategy to operations;.n Th

30、e planning horizon is usually between 18 to 24 months,in monthly buckets;n Process owner:Supply Chainn All functions are involved:Management,Finance,Manufacturing,R&D,Purchasing&Sourcing,Sales,Marketing,Supply Chain;23Goodyear Confidential销售及运营计划原理（销售及运营计划原理（1/2）销售及运营计划是一套标准的流程，涵盖了从决策到操作的所有流程。规划周期一般

31、在18到24个月，逐月制定计划。流程负责人：供应链 所有的职责包括:管理、财务、生产、技术、采购、销售、市场以及供应链 24Goodyear ConfidentialContentsContents内容内容n Objectives of this presentation 此次介绍的目标n Asia Pacific Supply Chain at Goodyear,overview 固特异亚太供应链，概况n S&OP,Overview;销售及运营计划，概况n S&OP Process at Goodyear 销售及运营计划再固特异的实施n S&OP,Detail view 销售及运营计划，详细

32、内容n Next Steps 下一步计划25Goodyear ConfidentialS&OP in AP:Not Centralized,Not Local,S&OP in AP:Not Centralized,Not Local,But Both But Both 亚太区亚太区s&ops&op既体现一致性，又有独立性既体现一致性，又有独立性Monthly cycle/rolling 18-24 monthsMarketing Meeting营销会议Preparing Forecasts准备预测Demand Meeting需求会议Cluster/Country S&OP meeting按照国

33、家划分召开S&OP会议Supply Plans(rough cut capacity)供应计划Finalize detail Ticket and sales plans 制定详细的生产计划及最终销售计划Full Financials全面的财务计划Regional RvsC by PBU(AP S&OP)Inter Region S&OP 区域内部S&OP会议Off takes&imports requirements 定牌&进口需求Preparing 1st production plan by sku and confirm Off takes exports准备具体哦规格的生产计划，确认

34、定牌出口POs placedBycountryBy PBUGlobalBy PBUAP LevelBycountryBycountryA hybrid model to cope with Asia Pacific Complexity 26Goodyear ConfidentialHigh Involvement of Key Executives High Involvement of Key Executives 部门主管高度参与部门主管高度参与Marketing Meeting营销会议Preparing Forecasts准备预测Demand Meeting 需求会议Cluster/C

35、ountry S&OP meeting相关国家S&OP会议Supply Plans(rough cut capacity)供应计划Finalize detail Ticket and sales plans 最终销售计划Full Financials 全面财务计划Regional RvsC by PBU(AP S&OP)Inter Region S&OP 内部区域S&OPOff takes&imports requirements定牌&进口需求Preparing 1st production plan by sku and confirm Off takes exports根据规格准备生产计划

36、，确认定牌出口POs placedBycountryBy PBUGlobalBy PBUAP LevelBycountryBycountryCountries Marketing Directors各国市场部部长Countries Marketing&Sales Directors各国市场营销部部长Countries Production Directors 各国生产部部长Company CEO,Product Lines Vice Presidents 公司总裁，产品线副总裁Countries Managing Directors 各国管理部部长SC Directors,Worldwide全

37、球供应量部部长Country Financial Directors各国财务主管27Goodyear ConfidentialAnd Very Precise Schedule And Very Precise Schedule 精确的计划精确的计划Marketing Meeting 营销会议Preparing Forecasts预测准备Demand Meeting需求会议Cluster/Country S&OP meeting 相关国家s&op会议Supply Plans(rough cut capacity)供应计划Finalize detail Ticket and sales plan

38、s最终确认细节及销售计划Full Financials全面的财务计划Regional S&OP区域性S&OPInter Region S&OP 区域内部s&opOff takes&imports requirements定牌&进口需求Preparing 1st production plan by sku and confirm Off takes exports根据规格准备第一个生产计划，确认定牌出口POs placedBycountryBy PBUGlobalBy PBUAP LevelBycountryBycountryBetween day 18 and 21Day 6 Between

39、 day 8 and 9Between day 12 and 13Day 16Day 17Between day 19 and 2028Goodyear ConfidentialAnd Very Precise DocumentsAnd Very Precise Documents精确的文件精确的文件Marketing Meeting营销会议Preparing Forecasts准备预测Demand Meeting需求会议Cluster/Country S&OP meeting相关国家召开S&OP会议Supply Plans 供应计划(rough cut capacity)Finalize d

40、etail Ticket and sales plans 最终销售策略Full Financials 全面的财务计划Regional S&OPInter Region S&OPOff takes&imports requirements 定牌和进口需求Preparing 1st production plan by sku and confirm Off takes exports 按照规格准备生产，确认定牌出口POs placedBycountryBy PBUGlobalBy PBUAP LevelBycountryBycountryPhase In Phase Out;Promotion

41、plans 促进计划Sales Forecasts,by SKU,past sales销售预测，按照规格，以往的销售Supply Plans by key constraints销售计划Demand&Supply Plans by country,past and future,high level按照国家划分需求&供应计划，过去的、未来的Demand&Supply Plans,past and future,detail view总览过去和未来的需求&供应计划Import and exports plans by country,worldwide按照区域划分进口、出口计划Full fina

42、ncials estimates全面的财务计划预测29Goodyear ConfidentialResults Achieved at Goodyear Asia Pacific Results Achieved at Goodyear Asia Pacific Through S&OP Through S&OP 销售运营计划在固特异亚太区取得的成果销售运营计划在固特异亚太区取得的成果n Much lower inventory;库存量降低n Better customer satisfaction,improvement of OTIFn客户满意率提高,确认率提高n Strategic pl

43、an in place to plan for future capacity investments;制定了未来能力投资战略发展规划n Disinvestments plans in place(upgrading capacity,restructuring)制定了重整计划（产能提高，重整）n One set of number,shared and agreed by all functions;所有职能部门共享一组数据30Goodyear ConfidentialContents Contents 内容内容n Objectives of this presentation 培训的目的n

44、 Asia Pacific Supply Chain at Goodyear,overview 固特异亚太供应链概况n S&OP,Overview;销售及运作计划概况n S&OP Process at Goodyear 固特异的销售运作计划过程n S&OP,Detail view S&OP具体细节n Next Steps 下一步31Goodyear ConfidentialTo Start With Define Your Planning To Start With Define Your Planning Process Process 确认计划流程确认计划流程n Get all func

45、tions involved;所有职能部门共同参与n Do it simple;简单化n Get a signoff from all functions;所有职能部门签署认可。n Organize training.组织培训Marketing Meeting营销会议Preparing Forecasts 准备预测Demand Meeting 需求会议S&OP meeting 销售运作计划会议Supply Plans(rough cut capacity)供应会议Finalize detail Production and sales plans 最终确定生产销售计划Full Financia

46、ls 全面的财务计划Marketing managers meet to define a marketing plan 营销经理共同制定营销计划The Marketing Plan is communicated to Sales.Sales prepare Sales Forecasts based on the Marketing Strategy 市场计划与销售息息相关，销售在市场计划的基础上进行预测Sales,Marketing,Supply Chain,meet to agree on a final Sales Forecasts plan 销售、市场、供应链共同制定销售预测计划

47、Supply Chain uses the final Sales Forecasts to prepare a Supply Plan 供应链根据最终确定的销售预测准备供应计划Sales and Supply Plans are reviewed during a meeting S&OP Meeting-by all Top Managers.An agreed plan is reached 销售及供应计划在会议上共同讨论Based on the agreed plan,Sales and Operations finalize the plan at SKU level 根据最终确认的

48、计划，销售和执行部门确认具体规格的计划Based on the detail Sales and Production plan,Finance run the financials projection 根据最终的销售及生产计划，财务部门制定财务计划32Goodyear ConfidentialOnce Process Defined,Determine Precise Once Process Defined,Determine Precise Dates Dates 程序确认后，制定精确的日程程序确认后，制定精确的日程n What step by what date?每个时间段应执行的步

49、骤n Never change a date again;永远不要修改日程n Do it for the full year,not next month only;制定全年日程，而非仅限于下一个月Marketing Meeting营销会议Preparing Forecasts预测准备Demand Meeting需求会议S&OP meeting S&OP会议Supply Plans(rough cut capacity)供应计划Finalize detail Production and sales plans制定具体生产及销售计划Full Financials 全面的财务计划33Goodye

50、ar ConfidentialOnce Process and Dates Defined,Allocate Once Process and Dates Defined,Allocate Roles and Responsibilities Roles and Responsibilities 程序与日程确定后，任务与职责的分配程序与日程确定后，任务与职责的分配程序与日程确定后，任务与职责的分配程序与日程确定后，任务与职责的分配n Do not define the function,but the exact position;give names;n不要定义职能，而是确定职位，任命n I

51、f someone is late,then the whole process is late;n任何一个人的滞后都会导致整个流程的滞后Marketing Meeting市场营销会议Preparing Forecasts 准备预测Demand Meeting 需求会议S&OP meetingSupply Plans(rough cut capacity)供应会议Finalize detail Production and sales plans 最终的详尽生产和销售计划Full Financials 全面的财务计划34Goodyear ConfidentialAt Last but Not the Least:1 single At Last but Not the Least:1 single template for all template for all 所有职能部门共用统一模板所有职能部门共用统一模板Supply供应Demand需求Demand Supply 供应-需求Inventory库存35Goodyear ConfidentialQ&A36