Our process for introducing Executive S&OP enables a company's top management group to make an informed commitment to implement Executive S&OP, and to do this with low risk and low cost.
FAMILIARIZATION AND EXECUTIVE BRIEFING – 1.5 TO 2 DAYS
• Day 1: Mini-Assessment.
This involves one or several of our team meeting with executives and managers from the primary functional areas of the business: General Management, Sales, Marketing, Finance, Operations, Supply Chain, Logistics, and New Product Development.
2: The Executive Briefing.
This is a facilitated business meeting, around a conference table, lasting for two to three hours, It involves the president/general manager, his or her staff, and perhaps a few other key individuals.
The objective here is to enable the executive group to:
- understand the capabilities of Executive S&OP – what it does, how it works (in very general terms) and what kinds of benefits companies have gained from using it.
- learn how Executive S&OP is different from current practices, even if the current practice is already called S&OP.
- match Executive S&OP’s capabilities to problems the company is experiencing in areas such as shipping to its customers on time, running the plants efficiently, keeping finished goods inventories low and customer order backlogs in line.
Please note: Event 1 is a stand-alone step. When a company concludes Event 1, it has no commitment to go to further.
THE EXECUTIVE S&OP KICK-OFF – 1.5 TO 2 DAYS
• First Half Day
Topic: Education on the basics of Executive S&OP: what it is, where it fits, how it works, how it’s different from today’s practices, what benefits result, how it’s implemented.
Attendees: Key people who will be “hands-on” with Executive S&OP plus other interested people. This definitely includes the executive group. If the top management group, including the president, isn’t present, the other people in the session will probably be saying: “This S&OP stuff sounds good, but they’ll never do it.” They, of course, refers to the executives. The executives' presence diffuses that issue.
Emphasis: How S&OP can benefit the company and how to implement successfully.
• Second Half Day
Topic: How to apply Executive S&OP practices to the company.
Attendees: Most of the people who were present in the morning session, except for top management. It’s really not necessary that they be present for this part, although they should feel welcome to stick around if they wish. One exception to this is the Executive Champion or Sponsor, that person with executive responsibility to oversee and support the implementation effort. He or she should be there.
Emphasis: How Executive S&OP will work within the company.
• Third Half Day
Topic: Development of a detailed implementation plan for the next 90 days, to result in a live S&OP pilot, which is primarily a demonstration to top management as to how Executive S&OP will operate in their company.
Attendees: The people who will make up the Design Team (core team, project team), which is the group that designs the Executive S&OP process for the company and spearheads its implementation. Present here also should be the Executive Champion.
Emphasis: The creation of a detailed implementation plan with tasks, responsibilities, critical paths, timing, and resource requirements – to get to a live pilot within 90 days.
Usually, the first two half days occur on one full day, followed by the third half day on the next morning. After this, the Design Team can begin work on the process and the live pilot, with the knowledge that the plan is sound and that they can accomplish it.
Should the company elect, we can support the subsequent implementation effort and help bring it to a successful conclusion. See Implementation Support.
Please note: when a company concludes Event 2, it has no commitment to go further.