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Vol 31 - No 04 - June 2005 National events : Sales and Operations Planning - Managing Uncertainty in the 21st Century Sales and operations planning is still very much a hot topic for manufacturing industry. On the 20th April, the IOM in conjunction with The Delos Partnership ran an interesting event at the Hilton Hotel in Warwick. After the usual housekeeping preliminaries, Gilles Lauga, consultant with Delos, bravely took on the task of warming up the audience and, for those of us who had just struggled our way round the M42, helped to get our brains in gear. Gilles gave a clear picture of the evolution of thinking around the S&OP process from Re-order Point, MRP, MRP II, through to the full global version now in use in many companies. Gilles moved on to point out how in many modern companies the resources consumed in the ‘innovation ‘ process were huge and that it was therefore essential to include the allocation of these as part of an integrated business process. He then introduced the Delos Business model and their concept of ‘Integrated Enterprise Leadership’ in which, if I understood correctly, prioritisation of the resources required for innovation and maintenance of the business were to be fully integrated into the S&OP process. We then went through the details of how this process could operate. Michael Escher of Syngenta, who had flown in from Switzerland for the event, presented a fascinating description both of the business sector in which Syngenta is operating and of the strategies for innovation that they are employing to ensure that they continue to add value in what is essentially a static market. Mike Standing gave us a very frank account of the problems faced by the Supply Chain in Mayne Pharma. An operation dealing with low forecast accuracy and high days of stock was a situation several of us in the audience could identify with. Mike explained how he was attacking these problems with a combination of moving to ‘make to stock’ and ‘pack to replenish’ with ‘design for manufacture’ as a longer term strategy. After lunch, Karen Jones bravely took on the graveyard shift and gave us a very clear account of how Messsier-Dowty International have applied the Integrated Enterprise Leadership process to deal with the challenges that they face in building a Global S&OP process covering factories and sites in 3 continents. Finally Rod Clarke from Delos took us through the practical steps and resources required for a full implementation, and of the Integrated Enterprise Leadership process. Rod made very clear that the success of the process depended on the commitment of the top team and that ideally when linked to the budget process, and with sufficient resources, Integrated Enterprise leadership could be used as the single business process. I would like to thank all the presenters, for not only sharing their problems with us, but also courageously explaining what steps they were taking to overcome them, in what was certainly an interesting and thought provoking event. Paul Lambert Mobius Business Redesign UK Related Topics:
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