Untukbagian technical support, sales, dan billing support tetap harus bekerja, namun dapat online di rumah guna melayani para customer. Berdasarkan informasi dari langkah sebelumnya kantor cabang membuat penawaran harga kepada pembeli. Pembeli menerima penawaran harga dari kantor cabang perusahaan, apabila setuju atas penawaran harga WMSatau yang juga disebut dengan Warehouse Management System adalah sebuah aplikasi real-time yang dapat membantu perusahaan dalam mengontrol dan mengelola gudang. Segala update di gudang bisa dilakukan secara real-time tanpa harus double-input. Aplikasi WMS benar-benar memudahkan pekerjaan warehouse management yang mana secara garis besar akan membantu para pekerja dalam menerima serta Kedua memulai langkah kecil dan nyata dalam memulai bisnis. Ketiga, memahami keunggulan kekuatan Anda. Keempat, mencari mentor dalam berbisnis, dan kelima adalah membuat bisnis plan ini. Nah, pada kesempatan kali ini, mari kita membahas tentang pengertian business plan, jenis-jenis, dan cara membuat business plan. EnterpriseResource Planning adalah suatu sistem informasi yang mengintegrasikan dan mengotomisasikan proses bisnis yang berhubungan dengan aspek operasi, produksi maupun distribusi perusahaan. Menurut Choldun (2006), karakteristik Enterprise Resource Planning adalah sebagai berikut: Sekumpulan tools manajemen untuk peramalan (forecasting YXnl. Henry Ford, business magnate and founder of the Ford Motor Company, once said, "Quality means doing it right when no one is looking." If you want to create a quality product and provide an outstanding customer experience, your business processes should be fine-tuned so every step — from manufacturing to delivery — is well-executed. Processes can be made for just about anything. And the sales and operations planning S&OP process is crucial to any successful business. Let's demystify sales and operations planning S&OP and learn more about the S&OP process. Sales and operations planning S&OP is a business management process where leadership and executive teams meet to ensure each business function is aligned to balance supply and demand. S&OP requires cross-organizational collaboration to create detailed forecasts for predicted sales. So, what's the purpose of S&OP? To coordinate across business units, increase transparency, balance supply and demand, and to achieve profitability. S&OP can occur on a monthly, yearly, or even two or three-year basis, depending on the company and its goals. Here are some key benefits to sales and operations planning S&OP Increased transparency between departments Informed decision making about a product's demand and supply Improved inventory management Better sales and budget forecasting A clear understanding of a product's lifecycle and its management Streamlined processes that improve the overall customer experience S&OP Process Steps Forecasting Demand planning Supply planning Pre-S&OP meeting Executive S&OP meeting Finalize and implement S&OP The S&OP process includes forecasting, demand and supply planning, and executive review. The goal is to coordinate sales and operations planning across business functions so they're all on the same page. The exact steps can vary depending on the company, its products, and its industry. 1. Forecasting At this stage of the S&OP process, data is gathered about prior sales and forecasts are made for future sales. It's important to consider any internal and external factors that can impact sales industry, customers, competition. Any trends will be identified and analyzed. 2. Demand planning Demand planning is when cross-functional collaboration comes into play. The forecasts are analyzed, and adjustments are made to inventory and customer service policies based on the product demand and sources of demand. The demand can be measured in either revenue or units of a product. 3. Supply planning During supply planning, representatives from finance, operations, and materials to evaluate capacity. They'll determine if there are any constraints on people, machinery, and suppliers. From there, a supply plan is created that will account for any capacity constraints. 4. Pre-S&OP meeting During this stage of the S&OP process, leaders from finance, sales, marketing, operations, materials, product management, and human resources meet to collaborate. They'll compare the forecasts to the demand and supply plans, and they'll consider the financial impact of the plans. 5. Executive S&OP meeting In this stage, executives meet to analyze all the forecasts, plans, and recommendations from the pre-S&OP meeting. By the end of the executive S&OP meeting, a final sales and operations plan will be approved. 6. Finalize and implement Once the sales and operations plan has been approved, it is time for implementation. After implementation, the S&OP should be evaluated on a regular basis to ensure success. Here's a visual overview of what the S&OP process looks like. Sales and Operations Planning Process S&OP Metrics When evaluating your S&OP process, there are some key metrics you can use to gauge performance. Demand and Supply S&OP Metrics Demand and supply metrics will help you determine if your forecasts are accurate and the demand matches the supply. Demand forecast versus actual Production forecast versus actual Inventory turnover Capacity utilization On-time delivery Accuracy in order delivery Cycle times Financial S&OP Metrics These metrics show you how the business is performing from a financial perspective. Total sales in a period month, quarter, year Total sales versus forecast Gross margin Working capital versus plan S&OP Software Which tools should you use for your sales and operations planning? Instead of solely relying on spreadsheets, here are some software options you can use to streamline your S&OP. 1. Oracle S&OP Cloud Pricing Contact for Pricing Oracle provides process templates you can use to make your sales and operations planning run smoother. You can monitor each stage of the process and dashboards allow you to see KPI summary graphics. It allows you to collaborate with colleagues and assign tasks. Plus, it integrates with Excel. Best for Larger Scale Businesses Oracle S&OP Cloud is tailored primarily towards larger businesses. It includes features that suit the needs of enterprise-level customers, including social collaboration resources, accommodations for organizations with several users, and aggregate planning capabilities for long-term strategic planning decisions. 2. SAP Integrated Business Planning Pricing Contact for Pricing The SAP Integrated Business Planning software makes your S&OP planning quick and agile. Key features include scenario planning, simulations, and advanced analytics so you can stay on top of forecasts and hit your financial targets. Best for a Multifaceted Solution, Extending Beyond S&OP for Supply Chain Planning SAP Integrated Business Planning contains resources that allow for effective sales and operations planning, but the solution's capabilities extend well beyond the practice. It combines S&OP, forecasting and demand, response and supply, demand-driven replenishment, and inventory planning to ensure business continuity through supply chain disruption. 3. Infor Sales and Operations Planning Pricing Contact for Pricing With the Infor Sales and Operations Planning software, you can synchronize demand and supply imbalances, coordinate across business units, and analyze performance. It even includes predictive financial analysis so you can see how business decisions will impact the bottom line Best for Businesses Looking for an Accessible Interface Infor S&OP's user interface's ease of use is one of the software's biggest draws. You don't need to be an IT specialist to leverage it — allowing users closer to your sales and operations planning to manage and keep tabs on the process. If you're interested in a straightforward solution that keeps things simple without sacrificing functionality, look into Infor's sales and operations planning resources. 4. Vanguard IBP S&OP by Wolters Kluwer Pricing Contact for Pricing Vanguard Predictive Planning is an excellent resource for any organization trying to support its S&OP infrastructure with an AI-based, end-to-end impact analysis solution. Vanguard can provide your business with a comprehensive overview of your sales, demand, supply, and production to inform accurate, constraint-based plans — among a wide array of other features and benefits. Best for Businesses Interested in a Collaborative Solution One aspect of Vanguard IBP S&OP is its resources for collaboration across all facets of your sales and operations planning. The platform includes business intelligence software that enables end-users to create their own charts, reports, and dashboards. It also offers automated, easily adjustable workflows, easily visible scenario modeling, cross-department insights, and other features that foster collaboration between sales, operations, and finance. 5. Kinaxis Rapid Response S&OP Pricing Contact for Pricing Kinaxis Rapid Response S&OP is a sales and operations planning solution that can help you improve business outcomes, take more centralized control of your S&OP, reduce costs in supply chain planning, foster collaboration, and generally increase efficiency throughout the S&OP process. Best for Businesses Looking for Solid Out-of-the-Box Features While Kinaxis Rapid Response S&OP does feature some degree of customization, it differentiates itself from the competition with its standard features. Its out-of-the-box dashboards can help you accurately gauge performance immediately — with features accounting for revenue value, ending inventory value, margin percentage, and other key S&OP performance indicators. Sales and Operations Planning Best Practices 1. Have executive ownership of your S&OP. Successful sales and operations planning takes a certain degree of guidance and direction. With S&OP, you're essentially trying to facilitate cohesion between conflicting elements of your business — that's not a responsibility that can be vaguely managed without clearly defined and engaged leadership. The practice requires firm and active executive ownership — typically from someone like a CEO or general manager. There's bound to be some kind of tension between the supply and demand sides of your organization, so you need a central figure ensuring that there are definitive, understood, and consistently enforced standards for how both parties will work with one another. 2. Keep things simple. Companies conducting S&OP have tend to trip themselves up by overcomplicating the process — most notably when it comes to metrics. If you try to keep tabs on too many factors between the supply and demand sides of your business, your planning might wind up being inefficient, and the visibility you're trying to maintain between departments could be clouded. Instead of trying to measure everything you can think of, determine the most meaningful, relevant metrics for gauging how both sides of your business are working together — whether that be measurements of how forecasts are stacking up to actual sales figures, inventory turnover, or any particularly pertinent indicators of how sales and operations are interacting. Try to keep the number of metrics you're tracking between 10 and 15 — make those choices count, and don't let this side of the process get away from you. 3. Maintain records. Successful sales and operations planning is an ongoing process. It leans, in large part, on your ability to learn from your previous hitches and hiccups. That's why you need to keep detailed records of your previous plans and processes. Document most — if not all — aspects of your S&OP efforts. Those reference points can be central to your planning's sustained success. 4. Stress Cross-Functional Engagement Cross-organizational collaboration is at the core of any and all sales and operations planning. Stakeholders from every impacted facet of the business need to be included and involved in the process. Your sales and operations planning won't be particularly helpful or productive if you're only considering your sales org's contributions and interests while ignoring other departments like operations and finance. S&OP rests on your ability to foster cohesion through visibility. Every party involved needs to have a clear understanding of how the others are performing and where they're coming from. That information needs to flow freely between stakeholders. If you want to get the most out of your sales and operations planning, you need to keep everyone in the loop and stress cross-functional engagement. Investing in S&OP resources can be an excellent way to better align the supply and demand sides of your business. With sales and operations planning, you can keep virtually every aspect of your company on the same page — allowing for a smoother functioning, more cohesive organization. Looking for more? Learn how to create a strategic plan for business development next. Editor's note This post was originally published in October 2020 and has been updated for comprehensiveness. Panduan Lengkap Cara Membuat Sales Plan yang Perlu Anda Ketahui! Sales plan merupakan salah satu hal penting yang perlu diperhatikan oleh bisnis, khususnya tim penjualan. Di mana tim sales perlu mengetahui bagaimana cara membuat sales plan yang tepat dan efektif guna mencapai tujuan sales yang ditetapkan. Untuk informasi selengkapnya, simak pembahasan tentang apa itu sales plan, manfaat dan cara membuatnya di artikel berikut ini! Apa Itu Sales Plan? Sales plan adalah rencana terkait penjualan bisnis atau perusahaan Anda. Rencana ini menjabarkan tujuan, strategi tingkat tinggi, target audiens, dan hambatan potensial yang mungkin akan dihadapi. Apabila business plan menjabarkan tentang tujuan bisnis Anda, maka sales plan bertujuan untuk menjelaskan dengan tepat bagaimana Anda akan mewujudkan rencana bisnis tersebut. Lebih lanjut, sales plan yang efektif ialah perencanaan yang menyertakan informasi terkait target audiens bisnis Anda, tujuan pendapatan, struktur tim, strategi penjualan dan pemasaran, serta sumber daya yang diperlukan untuk mencapai targetnya. Apa Manfaat Sales Plan? Membuat sales plan dapat membantu Anda untuk menetapkan target dan strategi penjualan yang tepat untuk bisnis Anda. Selain itu ini juga dapat membantu Anda untuk mengidentifikasi langkah-langkah apa yang akan Anda ambil untuk memenuhi target dan tujuan Anda. Di sisi lain, sales plan juga dapat memberikan manfaat lainnya yang dapat membantu bisnis Anda, seperti berikut ini Menentukan serangkaian target penjualan Memilih pendekatan penjualan yang sesuai dengan target pasar Anda Mengidentifikasi taktik penjualan untuk tim penjualan Anda Meningkatkan motivasi dan fokus tim penjualan Anda Membantu membuat anggaran dan klarifikasi langkah-langkah yang akan Anda ambil untuk mencapai target Anda Meninjau tujuan Anda secara berkala dan meningkatkan pendekatan Anda untuk penjualan Menetapkan strategi pemasaran yang dapat mengarahkan upaya tim penjualan Anda Baca Juga Ini Dia 6 Cara Membuat Content Plan yang Solid! Bagaimana Cara Membuat Sales Plan? Setelah mengetahui apa itu sales plan dan apa saja manfaatnya untuk penjualan dan bisnis Anda, kini saatnya untuk mengetahui langkah-langkah apa saja yang diperlukan untuk membuat sales plan yang tepat dan efektif. Berikut adalah cara membuat sales plan 1. Tentukan tujuan dan latar belakang Cara membuat sales plan yang pertama adalah dengan menentukan tujuan, visi dan misi, serta latar belakang perusahaan atau bisnis hal ini, Anda dapat menuliskan sejarah singkat bisnis dan menulis informasi latar belakang terkait bisnis Anda. Ini akan membantu Anda untuk menelusuri detail yang lebih spesifik terkait taktik dan strategi apa yang akan Anda pilih untuk mencapai tujuan Anda. 2. Tentukan siapa yang akan menjadi bagian dari tim Kemudian, Anda perlu menentukan siapa saja yang akan ada di tim Anda dan apa peran mereka. Dalam hal ini, Anda dapat mengelola beberapa tenaga sales dan bekerja sama dengan profesional atau spesialis operasi penjualan. Selain itu, Anda juga dapat menambah karyawan dengan menyertakan jumlah karyawan yang dibutuhkan, apa jabatan mereka, dan kapan Anda berencana memasukkan mereka ke dalam tim Anda. 3. Siapa sasaran pasarnya? Cara membuat sales plan berikutnya adalah dengan mengetahui demografi target atau sasaran pasar Anda. Untuk mengetahui target audiens Anda, Anda dapat membuat buyer persona untuk masing-masing produk yang berbeda. 4. Tentukan alat, software, dan sumber daya yang akan digunakan Kemudian Anda juga perlu menyertakan deskripsi terkait alat, software, dan sumber daya yang akan digunakan di dalam sales plan Anda. Misalnya seperti menentukan aplikasi CRM seperti apa yang akan Anda gunakan, atau tools pendukung apa yang dapat membantu penjualan Anda nantinya. Anda juga dapat memasukkan informasi terkait pelatihan-pelatihan yang dapat meningkatkan efektivitas sumber daya penjualan Anda. 5. Ketahui posisi Anda dan pesaing Anda Apakah Anda sudah melakukan hal-hal di atas? Jika iya, ini saatnya Anda untuk melakukan pemosisian. Di mana Anda perlu mengetahui siapa pesaing Anda, bagaimana produk mereka, apa saja kekuatan dan kelebihannya, serta berapa harganya. Selain itu Anda juga dapat mendiskusikan tentang tren pasar. Informasi-informasi tersebut dapat membantu Anda untuk mengetahui di mana posisi Anda berada dan memudahkan Anda untuk membuat perencanaan yang tepat. Baca Juga 6 Cara Meningkatkan Customer Value yang Efektif! 6. Membuat strategi pemasaran Pada bagian ini, Anda perlu menjelaskan jenis dan biaya pemasaran apa yang akan Anda gunakan untuk mencapai tujuan sales plan Anda. Misalnya seperti meningkatkan brand awareness, melakukan promosi, menerapkan influencer marketing, dan lain sebagainya. Dalam hal ini, Anda juga perlu memikirkan bagaimana dampak yang dihasilkan dari strategi pemasaran yang Anda pilih dan bagaimana itu akan memengaruhi penjualan Anda. 7. Membuat strategi terkait prospek Cara membuat sales plan berikutnya adalah dengan membuat strategi yang tepat dengan prospek atau target audiens Anda. Di sini Anda tidak hanya diminta untuk membuat strategi pemasaran saja, tetapi juga perlu memikirkan bagaimana tim penjualan Anda akan memenuhi syarat prospek yang dihasilkan dari strategi pemasaran itu sendiri. Identifikasi metode penjualan seperti apa yang akan digunakan oleh tim Anda untuk mendapatkan lebih banyak transaksi penjualan. 8. Merencanakan aksi Selanjutnya Anda perlu menguraikan ke mana Anda akan pergi dan bagaimana Anda akan sampai di tujuan Anda. Bagian ini akan merangkum rencana Anda untuk mencapai target atau tujuan penjualan Anda. 9. Menetapkan sasaran Sebagian besar sasaran penjualan akan didasarkan pada pendapatan. Misalnya, Anda dapat menetapkan target total Rp50 juta pendapatan secara tahunan. Untuk itu Anda perlu menetapkan sasaran 100 pelanggan baru atau 500 penjualan dalam waktu satu tahun tersebut. Sasaran ini dapat bervariasi tergantung dari tujuan atau target pendapatan Anda. Namun demikian, Anda perlu memastikan bahwa tujuan yang Anda buat sudah realistis dan dapat tercapai oleh perencanaan Anda. Sehingga perencanaan Anda tidak akan menjadi sia-sia. 10. Membuat anggaran Cara membuat sales plan yang terakhir adalah dengan menjelaskan biaya anggaran terkait dengan pencapaian penjualan Anda. Biaya anggaran ini termasuk Gaji dan komisi Alat dan sumber daya penjualan Anggaran pemasaran Pelatihan terkait penjualan Biaya perjalanan Selain itu, Anda juga dapat menambahkan rincian biaya lainnya sesuai dengan kebutuhan dan pengeluaran bisnis Anda. Dari pembahasan di atas dapat disimpulkan bahwa sales plan merupakan salah satu hal penting yang perlu diperhatikan oleh bisnis dan tim penjualan. Oleh karena itu, penting bagi Anda untuk mengetahui bagaimana cara membuat sales plan yang efektif dan tepat. Pelajari Cara Membuat Sales Plan dan Terapkan Sekarang Juga! Dengan membuat sales plan, Anda dapat menetapkan target, taktik, dan strategi penjualan serta pemasaran yang tepat untuk bisnis Anda, pada akhirnya ini akan membantu meningkatkan penjualan bisnis Anda Selain membuat sales plan, Anda juga dapat menggunakan tools seperti aplikasi CRM terbaik yang terintegrasi dengan omnichannel untuk meningkatkan penjualan dan pemasaran bisnis Anda. Qontak by Mekari menyediakan aplikasi CRM omnichannel terbaik yang dapat membantu meningkatkan pemasaran dan penjualan bisnis Anda. Qontak by Mekari telah dipercaya lebih dari 1000+ perusahaan terkemuka untuk membantu mengelola hubungan bisnisnya secara efisien dan efektif. Jadi tunggu apa lagi? Coba gratis aplikasi CRM selama 14 hari dari Qontak by Mekari atau konsultasikan kebutuhan bisnis Anda bersama tim support Qontak by Mekari. Hubungi Mekari Qontak sekarang! Jika Anda ingin memberikan pengalaman pelanggan yang luar biasa, proses bisnis Anda harus disesuaikan sehingga setiap langkah mulai dari proses produksi hingga pengiriman bisa dijalankan dengan baik. Hal ini berarti seluruh proses di dalam supply chain dari ujung ke ujung harus berjalan and operations planning S&OP adalah salah satu elemen dalam supply chain yang akan membantu Anda mencocokkan permintaan dan penawaran di pasar dengan lebih baik. Apa itu sales and operations planning? S&OP adalah aspek perencanaan di supply chain yang bertujuan untuk menyelaraskan operasi sehari-hari dengan strategi perusahaan dengan membuat rencana bisnis berbasis konsensus yang terpadu. Untuk membuat S&OP diperlukan kolaborasi antara departemen penjualan dan operasi. Dalam praktiknya, pembuatan S&OP membutuhkan partisipasi dari berbagai departemen lintas fungsi yang terlibat erat dalam sisi permintaan dan penawaran. Biasanya departemen yang terlibat antara lain pemasaran, pengadaan, manufaktur, transportasi, dan keuangan. Bagaimana langkah implementasi S&OP?S&OP umumnya terdiri dari beberapa langkah, biasanya dilakukan dalam pertemuan bulanan. Langkah dalam proses perencanaan setiap perusahaan bisa jadi berbeda-beda, tetapi semuanya memiliki kesamaan seperti berikutPengumpulan data mengumpulkan prakiraan dan informasi yang ada tentang variabel-variabel kunci, seperti inventaris, penjualan terkini, dan uang yang ada;Perencanaan permintaan proses untuk menganalisis, memperkirakan, dan mempengaruhi permintaan, termasuk mempertimbangkan permintaan dan pembentukan permintaan;Perencanaan produksi supply menilai kapasitas dan kendala produksi dan distribusi;Rekonsiliasi menyelaraskan permintaan dan rencana produksi, memastikan bahwa kedua hal ini memenuhi persyaratan keuangan dan tujuan perusahaan dan menyiapkan rekomendasi; Rapat eksekutif menerima masukan akhir dari tim S&OP, meninjau rencana dan menyetujui versi erat kaitannya dan seringkali merupakan komponen dari perencanaan bisnis terpadu atau integrated business planning, sebuah proses perencanaan yang lebih komprehensif dan jangka panjang yang mengumpulkan rencana setiap departemen dan mengaitkannya dengan kinerja dan strategi keuangan mengukur S&OP?Saat mengevaluasi proses S&OP Anda, ada beberapa metrik yang dapat Anda gunakan untuk mengukur kinerja baik dari sisi keuangan ataupun permintaan dan penawaran. Metrik keuangan akan menunjukkan kepada Anda bagaimana kinerja bisnis dari perspektif keuangan, diukur dengan memperhatikan Total penjualan dalam satu periode misalnya, bulan, kuartal, tahunTotal penjualan versus perkiraanMargin kotorModal kerja versus rencanaMetrik permintaan dan penawaran akan membantu Anda menentukan apakah perkiraan Anda akurat dan permintaan sesuai dengan permintaan versus aktualPerkiraan produksi versus aktualPerputaran persediaanPemanfaatan kapasitasPengiriman tepat waktuAkurasi dalam pengiriman pesananCycle time Postingan kali ini, saya akan membahas tentang apa itu Sales and Operation Planning S&OP, kenapa itu penting, dan bagaimana melakukannya dengan efektif. Ngga pakai berlama-lama, ayo kita bahas topik penting yang satu ini. Tapi sebelum itu, pastikan kalau Anda juga sudah bergabung dengan scmguide telegram channel untuk mendapatkan notifikasi postingan terbaru dari blog ini dan lebih banyak insight seputar supply chain management lainnya. Kenapa Sales and Operation Planning pentingKapasitas operasi yang ngga mencukupiCompetitor movementKemampuan finansialRencana ke depan dari tiap fungsiKetersediaan material di pasarRencana overhaulApa keuntungan dari Sales & Operation PlanningPunya angka yang samaPunya visi dan misi yang samaTransparansiKeputusan cepat diambilBagaimana cara melakukan Sales & Operation Planning yang efektifSales forecastAnalisa oleh semua fungsiKoordinasi antar fungsiSampaikan hasil studi dalam meetingKeputusan Top ManagementLakukan secara regulerApa yang menghambat Sales & Operation Planning S&OPSiapa saja yang harus bergabung dalam S&OP meetingSalesPPICFinanceFungsi lain dalam perusahaanTop ManagementKesimpulan Sales and Operation Planning penting dalam supply chain karena proses ini akan menyelaraskan antara kebutuhan sales dengan kapasitas operasi Anda. Angka rencana penjualan yang tinggi ngga akan ada artinya tanpa didukung oleh kapasitas operasi yang memadai kan? Begitu juga sebaliknya, Anda ngga butuh kapasitas operasi yang besar kalau tim Sales Anda ngga membutuhkan produk sebanyak itu. Karena itu, sangat penting untuk punya rencana penjualan dan kapasitas operasi yang selaras. Dalam sebuah Sales and Operation Planning meeting, Anda akan banyak membahas tentang isu-isu strategis yang bisa menghambat tercapainya target perusahaan. Apa saja hambatan yang mungkin terjadi? Berikut ini adalah beberapa di antaranya. Kapasitas operasi yang ngga mencukupi Kapasitas operasi yang saya maksud di sini bukan cuma kapasitas lini produksi Anda saja. Tapi juga mencakup kapasitas gudang penyimpanan Anda, armada transportasi Anda, dan tentu saja supplier Anda. Kalau Anda luput memperhitungkan salah satu di antaranya, maka keseluruhan kapasitas operasi Anda akan berkurang. Competitor movement Anda ngga berada di pasar sendirian. Anda punya kompetitor. Dan mereka ngga berdiam diri begitu saja. Mereka juga aktif dalam mencari cara meningkatkan pangsa pasar mereka. Mereka mengadakan promosi, memberi discount, meluncurkan produk baru, dan banyak lagi. Anda harus memperhatikan hal ini. Kalau ngga, Anda akan kalah dalam persaingan yang sebenarnya di pasar. Anda juga harus punya cara untuk bisa merebut pasar dari tangan kompetitor Anda. Kemampuan finansial Operasi Anda tentu membutuhkan kemampuan finansial yang sepadan. Anda ngga bisa membuat aktivitas apa pun kalau ngga didukung kemampuan finansial yang cukup. Karena itu, kemampuan finansial perusahaan Anda mungkin akan membatasi pergerakan Anda untuk beroperasi. Jadi, pastikan Anda bisa memaksimalkan kemampuan finansial tersebut untuk mencapai tujuan operasi Anda. Rencana ke depan dari tiap fungsi Setiap fungsi dalam sebuah supply chain tentu punya agenda mereka sendiri-sendiri. Yang terkadang, agenda tersebut bisa saling bertentangan antara fungsi yang satu dengan yang lainnya. Kalau sudah begitu, maka mencapai tujuan perusahaan akan menjadi sulit karena ngga selarasnya fungsi-fungsi yang ada di dalamnya. Ketersediaan material di pasar Beberapa waktu belakangan ini, sempat terjadi kelangkaan beberapa komponen otomotif di pasar. Ini tentu membuat banyak perusahaan merevisi target penjualan mereka. Kasus seperti ini adalah salah satu topik yang harus dibahas dalam sebuah S&OP meeting. Rencana overhaul Sebuah mesin ngga bisa berjalan selamanya tanpa ada pemeliharaan. Dan ketika tiba saatnya pemeliharaan mesin, tentu saja operasi Anda harus berhenti selama beberapa waktu. Anda harus memperhitungkan hal ini dalam Sales & Operation Planning Anda. Anda juga pasti suka Apakah Punya Excess Inventory Bisa Menguntungkan Bisnis Anda? Apa itu Sourcing? Bagaimana Melakukan Sourcing yang Efektif? Apa keuntungan dari Sales & Operation Planning Ada beberapa keuntungan yang bisa Anda dapatkan dengan melakukan S&OP. Ayo kita lihat. Punya angka yang sama Hasil dari Sales & Operation Planning adalah semua fungsi akan memegang angka penjualan dan produksi yang sama. Itu akan menjadi acuan mereka menjalankan operasi sehari-hari. Dengan berpegang pada angka yang sama, maka semua fungsi juga akan bergerak ke arah yang sama. Ngga ada lagi fungsi-fungsi yang bergerak sendiri-sendiri, apalagi berjalan ke arah yang berlawanan. Punya visi dan misi yang sama Seringkali Sales dan Operation punya kepentingan mereka sendiri-sendiri. Tim Sales kadang menyalahkan tim Operasi karena ngga menyediakan produk yang mereka butuhkan. Sedangkan Tim Operasi menyalahkan tim Sales karena ngga memberikan sales forecast yang akurat. Dengan adanya S&OP, kedua fungsi besar ini jadi punya visi dan misi yang sama, selaras dengan tujuan perusahaan. Transparansi Ketika S&OP berjalan efektif, semua orang akan bisa melihat peluang dan risiko yang ada di depan mereka. Semua menjadi transparan. Dan itu adalah awal yang bagus untuk berjalannnya kerjasama antar fungsi ke depan. Keputusan cepat diambil Hadirnya Top Management sebagai pengambil keputusan akhir dalam S&OP meeting tentu sangat membantu ketika terjadi deadlock antara fungsi yang satu dengan yang lain. Top Management bisa segera memutuskan langkah selanjutnya untuk diambil oleh fungsi-fungsi yang terkait. Ngga ada lagi kondisi di mana fungsi yang satu lebih besar dari fungsi yang lainnya. Semua harus mengikuti keputusan final tersebut. Bagaimana cara melakukan Sales & Operation Planning yang efektif Kita sampai ke bagian pentingnya. Bagaimana S&OP bisa berjalan dengan efektif? Berikut ini adalah beberapa hal yang harus Anda perhatikan. Sales forecast Tim Sales Anda harus memberikan proyeksi penjualan jangka pendek mereka, misal untuk satu tahun ke depan, pada semua fungsi. Ini penting karena akan menjadi dasar bagi semua fungsi untuk me-review kapasitas operasi mereka saat ini dan menentukan langkah selanjutnya. Analisa oleh semua fungsi Berdasarkan sales forecast yang diberikan, setiap fungsi harus menganalisa dan menentukan apakah mereka bisa men-support angka penjualan tersebut atau ngga. Kalau ngga, mereka harus mendefinisikan apa yang mereka butuhkan untuk bisa memenuhi angka tersebut. Mereka juga harus bisa memprediksi apa kendala-kendala yang mungkin muncul nantinya dalam perjalanan memenuhi angka penjualan tersebut. Koordinasi antar fungsi Ketika hambatan yang mungkin muncul teridentifikasi, beberapa fungsi mungkin perlu untuk bekerja sama untuk mengatasinya. Untuk itu, diperlukan action plan bersama antara fungsi-fungsi terkait dalam hal ini. Sampaikan hasil studi dalam meeting Setiap peluang dan kendala dalam memenuhi angka target penjualan, harus disampaikan dalam meeting di hadapan Top Management. Tiap fungsi harus menyampaikan dengan jelas apakah mereka bisa memenuhi angka proyeksi sales tersebut atau ngga. Kalau ngga, apa support yang mereka butuhkan dari Top Management supaya bisa memenuhi angka tersebut. Keputusan Top Management Setelah mendengarkan hasil studi setiap fungsi, Top Management harus memberikan keputusan, atau feedback, yang harus diikuti oleh semua fungsi. Dan angka yang diputuskan oleh Top Management ini harus menjadi dasar setiap aktivitas di masing-masing fungsi. Lakukan secara reguler Lakukan proses S&OP ini secara rutin, misal satu bulan sekali. Review kembali angka penjualan ke depan apakah perlu dilakukan adjustment atau ngga. Jangan lupa untuk melihat juga pencapaian Anda. Apakah Anda berhasil mencapai target Anda, atau masih tertinggal dari rencana. Anda juga pasti suka Mengapa Mindset yang Tepat Sangat Dibutuhkan Dalam Supply Chain Management Bagaimana Memperlakukan KPI dengan Cara yang Benar untuk Meningkatkan Kinerja Supply Chain Anda Apa yang menghambat Sales & Operation Planning S&OP S&OP akan terhambat ketika masing-masing fungsi menahan informasi di sisi mereka. Transparansi adalah kunci keberhasilan sebuah S&OP. Ketika ada fungsi yang menahan informasi, maka yang akan terjadi adalah pengambilan keputusan yang ngga tepat. Yang itu tentunya akan merugikan bisnis Anda. Dalam hal ini, setiap fungsi harus punya mindset yang benar kalau tujuan semua orang di perusahaan adalah sama, yaitu mencapai target perusahaan. Hal lain yang bisa menghambat jalannya S&OP adalah ketika masing-masing fungsi lebih mementingkan KPI departemen mereka di atas kepentingan perusahaan. Yang tentu Anda tahu, beberapa dari KPI tersebut bisa saja bertentangan. S&OP membutuhkan trade-off antar KPI. Dan itulah gunanya Top Management turun tangan untuk membuat keputusan untuk diikuti semua fungsi. Siapa saja yang harus bergabung dalam S&OP meeting Seperti yang saya sampaikan di atas, setiap hasil analisa dan studi tiap fungsi harus dipresentasikan di depan Top Management dalam S&OP meeting. Siapa saja yang harus ada di dalam meeting tersebut? Ayo kita lihat. Sales Perwakilan dari tim Sales harus ada di dalam meeting untuk menyampaikan proyeksi penjualan mereka ke depan. Ini termasuk menyampaikan peluang dan risiko yang mungkin akan dihadapi. PPIC Tim Production Planning & Inventory Control PPIC harus menyampaikan kapasitas operasi yang tersedia untuk mendukung proyeksi penjualan yang disampaikan oleh tim Sales. Kalau memang ada yang perlu diputuskan oleh Top Management, inilah waktu yang tepat untuk menyampaikannya. Finance Tim Finance akan menyampaikan tentang kondisi finansial perusahaan untuk mendukung proyeksi sales ke depan. Tim Finance juga bisa meminta fungsi lain untuk juga mendukung kondisi finansial perusahaan, misal dengan menurunkan tingkat inventory supaya cashflow perusahaan jadi lebih baik. Fungsi lain dalam perusahaan Fungsi-fungsi lain yang terkait juga harus menghadiri S&OP meeting ini, seperti Produksi, Maintenance, HR, dan Purchasing. Terkadang perlu untuk mendiskusikan beberapa hal spesifik terkait dengan masing-masing fungsi. Top Management Dan yang ngga kalah penting adalah kehadiran Top Management. Dialah yang akan memberi persetujuan atau keputusan setelah mendengarkan materi yang disampaikan oleh tiap-tiap fungsi. Top Management berperan untuk memberi persetujuan atas proposal yang diajukan dalam meeting, memberi feedback, atau mengambil keputusan ketika ada fungsi-fungsi yang mengalami konflik. Kesimpulan Sales & Operation Planning S&OP adalah salah satu proses penting dalam Supply Chain Management yang berfungsi untuk menyelaraskan semua fungsi dalam perusahaan dalam rangka mencapai tujuan besar perusahaan. S&OP penting karena akan menghasilkan angka yang sama yang menjadi landasan operasi setiap fungsi dalam perusahaan. Setiap fungsi dalam perusahaan, harus terlibat dalam proses S&OP untuk menyampaikan peluang dan risiko masing-masing sehingga proses S&OP ini akan menghasilkan sesuatu yang sudah memperhitungkan semua aspek. Dan Top Management akan menjadi orang yang mengambil tanggung jawab penuh atas keputusan yang dia buat dalam S&OP meeting. Semoga bermanfaat! Kalau Anda pikir artikel ini bermanfaat, bagikan juga ke rekan Anda yang lain. Gabung dengan scmguide telegram channel untuk tetap mendapatkan notifikasi postingan terbaru dari blog ini sekaligus lebih banyak insight seputar supply chain management lainnya. Semua artikel dalam blog ini bebas Anda gunakan untuk apa pun kepentingan Anda, termasuk komersil, tanpa perlu memberikan atribusi. Sales and Operations Planning S&OP Process, Challenges, and Expert Tips Sales and operations planning S&OP is a popular process that aligns a company’s diverse functions while balancing supply and demand. S&OP gives executives a comprehensive overview of the business so they can grasp where it stands in all its complexity. This allows them to continuously match high-level strategy with day-to-day operational tactics in all departments. Simply put, a company can run into trouble if it sells far more than it produces, or if it produces far more than it sells. The goal of sales and operations planning is to keep everything in balance. With sales and operations planning, executives can manage the entire supply chain, optimize resources, and maximize profits. The high-level strategy in the annual business plan is integrated and aligned with the sales plan, production plan, marketing plan, new product development NPD plan, inventory/backlog plan, financial plan, and more. The sales and operations process alerts executives to timely adjustments they should make in any area. Here’s how the American Production and Inventory Control Society APICS defines S&OP “The function of setting the overall level of manufacturing output production plan and other activities to best satisfy the current planned levels of sales sales plan and/or forecasts, while meeting general business objectives of profitability, productivity, competitive customer lead times, etc., as expressed in the overall business plan.” In this article, you will learn about the sales and operations planning process and best practices, including steps for success and a discussion of common challenges. You’ll hear experts give their insights and tips, and they’ll provide their thoughts on the future of S&OP. In this article Benefits of Sales and Operations Planning Approaches to the Sales and Operations Planning Process Step-by-Step Practices for the Sales and Operation Process Sales and Operations Planning Tips from the Pros How to Know if Your Sales and Operation Plan Is Successful Understanding Sales and Operations Planning Terms Common Challenges in Sales and Operations Planning What Does the Future Look Like for Sales and Operations Planning? Effectively Manage Sales Operations Planning with Smartsheet Benefits of Sales and Operations Planning Sales and operations planning, sometimes called aggregate planning, started in the 1980s as a way to manage problems caused by overproduction or underproduction, including wasted resources, poor customer service, and the hit on a company’s bottom line. Before the 1980s, companies tended to rely on more siloed approaches, focusing planning efforts on the product level. Today, major companies such as Coca-Cola, Procter and Gamble, Eli Lilly, and Dow Chemical use sales and operations planning. At its best, S&OP offers distinct benefits that old-school business plans can’t achieve Better data and collaboration between departments allow for frequent adjustments in the supply chain, which better balances supply and demand. Companies can better optimize resources, which reduces waste and increases efficiency. In turn, this newfound efficiency enables companies to maximize their profitability continuously. Improved inventory and backlog management allows for more timely customer service. As companies stagnate, S&OP can fuel a resurgence by finding ways to adjust to changing internal or external conditions. Unbiased, more actionable data can lead to better Key Performance Indicators KPIs for each department, tying in directly with the company’s KPIs. As data flows more seamlessly between departments, it is more timely and accurate - this allows the company to operate off one set of numbers rather than siloed, disputable data. You may hear people in the field refer to “one set of numbers to run the business.” Keep deals moving forward with sales pipeline management in Smartsheet Smartsheet is a cloud-based platform that allows sales teams to effectively manage pipelines by creating one location to track and manage efforts, surface open and at-risk opportunities, and provide real-time visibility to improve forecasting. See Smartsheet in action. Watch a free demo Approaches to the Sales and Operations Planning Process While approaches vary among industries and companies, they typically focus on a monthly S&OP planning process with a long-term planning horizon ranging from 18 to 36 months. The annual overall business plan ties in with all other company plans, which are regularly reviewed for alignment. Consistent, structured meetings that require participant preparation, are held. These are often weekly meetings to prepare for the monthly S&OP executive meeting, where the big decisions are made; therefore, it’s essential to have the right people present. During the meeting, attendees review tactical plans in every area to ensure alignment with the company’s business plan. These typically include the sales, production, human resource, engineering, marketing, new product development NPD, inventory/backlog, strategic initiatives, and financial plans. The meeting participants represent the various departments and are empowered to make decisions then and there, as is necessary for the process to work. Companies may use top-down planning or bottom-up planning. In top-down planning, a single sales forecast drives the process managers create tactical plans and divide resources based on that. Bottom-up planning is used when the manufacturing schedule isn’t stable instead of operating from the top with a sales forecast, they work from the bottom by analyzing what is needed to produce various products or product families. Once that work is complete, companies solidify production plans, which can be level, chased, or mixed. In level, production remains constant, usually to increase cost-efficiency and keep the cost of holding inventory low. In chased, production always chases demand. It’s used when the cost of gearing up is relatively low and/or when the inventory storage cost is high. In mixed production, a custom plan takes the best advantage of the various factors in different situations. Step-by-Step Practices for the Sales and Operation Process A company might follow one of a few slight variations of the step-by-step S&OP process. The accompanying graphic shows a monthly five-step process data gathering, demand plan, supply plan, pre-S&OP, and finally the executive S&OP meeting, where decisions are made. Sales and Operations Planning Tips from the Pros He has been implementing S&OP best practices for more than 20 years in Asia and the previously with retailers such as Levi Strauss and Ermenegildo Zegna, and retail consultancy Kurt Salmon Associates. He advises focusing on people, process, and practice People “Ensure that the implementation is heavily cross-functional and that different functions are bringing different perspectives to the table. Ensure that people are engaged in the process by clarifying roles and accountabilities, fostering an environment for open discussions, and helping people understand that their most important role is in making sure that you smoothly hand off your finished product to the next person in the process.” Process “Clearly define the end-to-end process steps, and delineate who is Responsible, Accountable, Consulted, Informed RACI. Finally, develop a calendar so that activities are done timely, and make sure someone is facilitating that calendar.” Practice “Make sure people understand that a well-executed S&OP process does not happen overnight, that it takes practice, and that it is OK to make mistakes along the way. Instilling a culture of continuous improvement is key.” “First, make sure a diverse group of people across the organization are able to participate in the process. S&OP is not just about balancing supply with demand, it is about aligning the organization. And without including people from across the organization, it’s easy to end up with a great plan that never gets executed. Second, if alignment is a key component of S&OP, there has to be something to align to, and this should be the high-level strategy for the organization. Effective S&OP isn’t a stand-alone effort, it really is the bridge between the strategy of the organization and operational execution. When strategy and S&OP are disconnected, you end up executing perfectly on all the wrong things. Third, as part of the plan, try to assume and predict where it will fail and build mitigation plans. This way, when challenges to the plan surface, the organization isn’t caught off guard. Rather, they anticipated them and already know what to do about them.” “Never lose sight that the goal is to increase profitable revenues. Too many companies morph this planning process into a new department, a new set of procedures, bureaucratic stuff that strangles selling. Cross-selling between business units is hard for lots of reasons. Everyone who isn’t in the field thinks it’s easy. There are lots of legitimate barriers. Do not expect a guy in Unit A to sell products made by Unit B. That is never going to happen. Incentives must be such that the guy in Unit A is encouraged to get his customer to buy something from Unit B. This incentive can be a finder’s fee, a referral fee, or something else. And Unit B has to teach Unit A, not how to sell, but how to recognize opportunities for Unit B and vice-versa. Have low expectations. Even though it is the Holy Grail for many multi-product, multi-division companies, success is elusive. One good objective … is to design a product forecasting system that overlays Units A and B. Forecasting is tough, but doable. A good forecasting model helps balance inventory, directs supply chain managers, and impacts sales compensation. A good management technique is to establish a three-month task force to get it done, and include salespeople on the task force. If it goes past three months, it is doomed.” Make sure different departments are speaking the same local language. Take the time to be clear. Many times, they’re using terms differently. “I don’t think sales and operations necessarily understand each other. … It boils down to communication.” To do a good sales forecast, account for changing circumstances. Historical data needs to be placed in the context of what’s happening now. At a smaller company, a top seller’s personal problem, such as a divorce, could even have a large impact. “Base your forecast off of real events.” Here’s a quick look at more sales and operational planning tips and best practices Be aware that the biggest factors affecting a business are often external, so create S&OP initiatives to deal with them. External factors include the actions of your customers, partners, and competitors, among other things. Leaders need to step in to get beyond department conflicts that can otherwise drag down the whole company. Use technology, including S&OP dashboards and spreadsheets, to communicate key company information. Integrate supply data with demand data. Too often, various spreadsheets and systems don’t “talk” to each other effectively, which results in siloed data. Don't get lost in data. Focus on what really matters with KPIs, both within teams and company-wide. Use S&OP to deal with an unconstrained demand for products. Too often, companies don’t temper their sales goals with a realistic view of what they can supply, especially in the short term. S&OP helps balance supply and demand. Use a phased, incremental approach to developing S&OP. Remember, it doesn’t happen overnight. How to Know if Your Sales and Operation Plan Is Successful Here’s how you know when you’re succeeding, says Dalai “At a simplistic level, people are not blaming each other; rather, they are admitting mistakes, praising good efforts, and lending help to other people on the team when needed. When most of the conversation is about what the other person or function did wrong, it is a good indication that S&OP is not working well. More technically, there are KPI’s related to how well the sales and operation plan is working; for example, in retail, KPIs would be High stock fill rates or low stock-out rates Good inventory turns and high sell-throughs Timely execution of inventory flows from the factory to distribution center to the shop.” As Dalai notes, different industries and companies will have their own KPIs to measure S&OP success. As the Choice Group’s Brost explains, “To know if your plan is succeeding requires answering two questions. First, did we execute the plan we had in place? And second, did we achieve the results we hoped for? The first question has to be answered first because it is your leading indicator. You can never know if the plan was successful until you know if you actually executed the plan. Once you know if you executed the plan, then you can ask if it delivered the desired results; these desired results should have been defined as part of the plan. For example, what ROI can we identify from our investment of resources in various parts of the plan?, and what ROI do we require to justify those investments?” Understanding Sales and Operations Planning Terms Terminology can get confusing, as different people often have differing interpretations. Here are answers to frequently asked questions regarding S&OP-related topics and organizations. How does a sales plan differ from a sales operations plan? A sales plan typically sets sales goals and describes tactics to achieve them. A sales operations plan may refer to either a sales operations department plan, or to the entire concept of sales and operations planning S&OP. What is aggregate planning? This term is sometimes used interchangeably with sales and operations planning S&OP. More specifically, it may refer to production planning that gives executives a view into necessary resources and their costs. What is integrated business planning? This is similar to sales and operations planning in that it involves planning throughout the supply chain. Some may use the term interchangeably with S&OP, while others say it’s an extension of S&OP or a more mature version of it. What is an operational plan? A detailed plan that specifies how a team or department will contribute to the company’s goals. What does AOP mean? The annual operations plan AOP lays out the company’s targets for sales and supply. What is Enterprise Resource Planning? Enterprise resource planning ERP is the system or process by which a company usually a manufacturer integrates its various departments. ERP software tries to incorporate key pieces of information from the departments or teams. What is the Institute for Supply Management? It is a nonprofit, educational organization for people employed in the supply management profession. What is the Supply Chain Council? In 2014, the Supply Chain Council merged into the American Production and Inventory Control Society, or APICS. The council is now known as the APICS Supply Chain Council. What is the SCOR planning model? The Supply Chain Operations Reference SCOR model is endorsed by the Supply Chain Council. It’s a cross-industry, standard diagnostic tool for supply chain management. What is SOP vs. S&OP? SOP is completely different. It stands for standard operating procedure, and is a set way of performing tasks in a given organization. Common Challenges in Sales and Operations Planning Challenges in sales and operations planning are common. A 2013-14 survey by Supply Chain Insights found that only 43 percent of companies say their S&OP process is effective. Here’s what the experts say about the most common difficulties in sales and operations planning today Suresh Dalai “It [the challenge] is in the quality of the collaboration among functional team members. Each member has to know their role, be accountable, and make sure that each member communicates well so that the next person in the process understands what the person before him/her has done. And when mistakes occur, team members need to be able to come together and openly discuss what/who came up short and learn from it. In fact, a process does not have to be great. The people - and how well they work together - can make it great.” Kyle Brost “The reality of S&OP is that it’s a process heavily reliant on historical data, which very likely doesn’t predict the future. Recognize going into the process that a number of market and organizational factors will influence the success of your sales and operations plan. The biggest challenge is being able to identify patterns and draw connections between internal and external factors that may influence supply/demand and your S&OP process. Because this is challenging, too many organizations default to just relying on the historical supply and demand data that they have. Additionally, recent sales and operations experiences often get weighted more than they should, because they are fresh in people’s minds. Try to avoid making big decisions based on a single recent experience.” Ali Mirza Sales forecasting remains a frequent problem. It’s often arbitrary, such as a five percent sales growth being based more off of where the company wants to be than what it can realistically achieve. “Sales managers are expected to grow their territory, so they forecast a growth goal. … Nine times out of 10, the forecast is incorrect,’’ Mirza says. People in sales will often say that it’s not arbitrary, that they do have a rationale behind the forecast, but “typically, the rationale and logic is also flawed.” They need to consider the various changing factors at play and not just look at the historical data. Here’s an overview of other common S&OP difficulties Sudden changes in supply and demand such as with a new product Lack of executive support Inadequate engagement between departments Focusing on a single target number instead of a range Too many numbers and not enough focus Conflicting numbers Lack of documentation which leads to repeating history S&OP software that requires organizational change for effective use Organizational change required by the process itself An S&OP leader who doesn’t act as the necessary profit center manager Executives who fail to understand supply chain complexity Translating the planning process to effective execution What Does the Future Look Like for Sales and Operations Planning? Two experts weighed in on the future for sales and operations planning. Dalai sees people as being key to the future. “Increasingly sophisticated technologies and analytics will continue to be released to improve the S&OP process and effectiveness. However, at the end of the day, it is the cross-functional collaboration - people understanding what they have to do and trusting that other people will do their part - that drives success in S&OP. And this cannot be achieved by technology or analytics,” he says. Brost foresees S&OP having a growing relationship with Organizational Network Analysis, a structured way of visualizing how information and decisions flow in an organization. “I see S&OP and Organizational Network Analysis merging in time. The best business decisions are usually arrived at by combining quantitative data with qualitative data - S&OP is the quantitative piece and Organizational Network Analysis is the qualitative piece,” he says. “Also, executing on the sales and operations plan requires strong insight about how work is actually done in the organization, not just how the processes are mapped on paper. When organizations can combine these two approaches, the result will be a much more powerful plan that factors in the nuances of the organization itself.” Effectively Manage Sales Operations Planning with Smartsheet Empower your people to go above and beyond with a flexible platform designed to match the needs of your team — and adapt as those needs change. The Smartsheet platform makes it easy to plan, capture, manage, and report on work from anywhere, helping your team be more effective and get more done. Report on key metrics and get real-time visibility into work as it happens with roll-up reports, dashboards, and automated workflows built to keep your team connected and informed. When teams have clarity into the work getting done, there’s no telling how much more they can accomplish in the same amount of time. Try Smartsheet for free, today.

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