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| Recap of the Steelwedge Best Practices Leadership Forum Webcast, August 28, 2007, featuring John T. (Tom) Mentzer, Ph.D., Bruce Excellence Chair of Business Policy, University of Tennessee; and Chris Whitted, EVP Sales & Marketing, Steelwedge Software, Inc. |
First let’s look at where Sales Forecasting fits into Supply Chain Management. Demand Management includes Marketing/Supply Chain Relationship Management and Demand Planning (derived demand) which includes Sales Forecasting Management (independent demand). Remember, the job of marketing is to manage demand, not to create demand. Think of Sales and Operations Planning (S&OP) as the junction box, connecting and balancing Supply and Demand by taking the demand and capacity forecasts and processing the Sales and Operational plans which result in the Financial Plan. Effective S&OP runs across the Supply Chain—retailer, manufacturer and supplier—with collaboration as the life blood of the process. The more cooperation and collaboration the better the S&OP process, and the more need for a disciplined approach. But, before going there, let’s take an S&OP quiz created by David Swift, EVP Whirlpool Corporation:
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Roadmap for Successful Sales & Operations Planning at Monster Cable: A Case Study |
| Recap of the Steelwedge Best Practices Leadership Forum Webcast, September 25, 2007, featuring Ruben Andreu, Demand Planning Manager, Monster Cable |
Monster Cable is a high-end producer of consumer electronics accessories for audio-video connectivity, power conditioning, custom cable installations and MP3. It is privately owned and run by Founder/CEO Noel Lee selling 4,000 products in more than 100 countries with 800 new product introductions annually. In the US, Monster products are sold at specialty, high-end and big-box retailers including Apple Stores, Best Buy, Circuit City, Home Depot, RadioShack and Wal-Mart. There are seven key challenges for consumer electronics manufacturers:
Sales and Operations Planning (S&OP) at Monster Cable is about people, process and tools—in that order. The right people and processes began with the launch of an integrated ERP system (PeopleSoft) in 2005. Then we adopted standardized Supply Chain process definitions and measurements using the SCOR model, and established collaborative business processes (CPFR.) A Demand Planning team was formed including new players with a pool of resources – CE Electronics mfg experience, CPIM / CPM / MBA education. Finally, we identified key participants and roles in the S&OP meeting.
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Aberdeen Group S&OP Study-- |
| (Editor’s Note: The Executive Summary of the Aberdeen Group, Inc. Study on Sales and Operations Planning June 2007, is reprinted in this issue to facilitate getting the complete Study report which is available at www.steelwedge.com ) |
Executive Summary Best in Class Performance Aberdeen used four key performance criteria to distinguish Best in Class companies from Industry Average and Laggard organizations.
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