銷售與運營計劃‘大體’流程SALESANDOPERATIONSPLANNINGProcess“walkthrough”銷售與運營會議/大體流程5月28日周二2:30S.&O.P.Meeting&Process“walkthrough”;Tuesday28thMay9.30amS&OPMeetingParticipantsDataesPre-&Post-MeetingActivitiesS&OPMeetingAgendaProcessPrerequisitesAgenda會議目標MeetingObjective向與會者介紹典型的銷售與運營會議流程，所需信息并舉例說明ToprovideattendeeswithinformationandexamplestypicalofadrumbeatS&OPmeetingprocess銷售及運營會議與會者會議議程工作流程的前提條件會前及會后工作數(shù)據(jù)成果會議議程銷售及運營會議–與會者TheS.&O.P.Meeting-Participants核心團隊CORETEAM

運營總裁（流程負責(zé)人）銷售總監(jiān)市場總監(jiān)供應(yīng)鏈總監(jiān)財務(wù)總監(jiān)生產(chǎn)運營總監(jiān)COO(ProcessOwner)DirectorofSalesDirectorofMarketingDirectorofSupplyChainDirectorofFinance

DirectorofManufacturingOperations+

計劃總經(jīng)理（召集并協(xié)辦會議）銷售預(yù)測協(xié)調(diào)（？）1個計劃主管（準備/發(fā)布數(shù)據(jù)）

書記GMPlanning(convenor&facilitator)SalesForecastCoordinator(?)1xPlanner(datapreparation/distribution)ScribeASREQUIRED….forspecificagendaitemsonly!!CEOBrandGM’s/BrandManagersGMNationalAccountsDirectorofR&Detcetc.根據(jù)需要–僅限某些具體的項目

執(zhí)行總裁

品牌總經(jīng)理/各品牌經(jīng)理重點客戶經(jīng)理

研發(fā)總監(jiān)

等等銷售及運營會議-議程TheS.&O.P.Meeting-Agenda1.SpecialIssues2.PerformanceReview

(usingjustCockpitMeasuresifpossible)

a) customerservice

(fillrate,OTD)

b)financialandbusiness

(overallsalesv.plan,inventoryDOH,promotioncostsv.plan)

c)departmentreviewinaggregate

(salespromo.implementationeffectiveness,manuf’greliability&responsiveness,marketingprojectmgmtofplan,logistics/purchasingimplementation)3.Reviewingassumptionsandvulnerabilities(aboutthemarket,competition,economy?)“Agenda”…cont.1.特別問題2.績效回顧（如可能就用績效指標） a)客戶服務(wù)（訂單履行合格率，準時交貨率）

b)財務(wù)及公司業(yè)務(wù)（總體銷售，計劃完成水平；庫存周轉(zhuǎn)天數(shù)；促銷成本，對比計劃水平）

c)各部門的總體回顧

(銷售促銷的執(zhí)行力度，效果；生產(chǎn)計劃及反應(yīng)速度；市場營銷計劃項目管理；物流/采購執(zhí)行情況)3.回顧各種設(shè)想以及公司的弱點(有關(guān)市場，競爭態(tài)勢，經(jīng)濟情況?)銷售及運營會議–議程TheS.&O.P.Meeting-Agenda4.Productfamily-by-familyreview(actualsalesv.plan,newpromotionactivityreview&sign-off,newsalesplansignoff,commitmentbyoperationsdepts–Manuf’g,SCM–tosupportnewplan)5.Newproductdiscussion/decisions(ifcommitmentstoNPDmadeinNPDCCprocess,thisisjustopportunitytomunicateanyimplementationissues&impactonplans)6.Specialprojects(e.g.forManuf’gtocommunicate/confirmanymajorengineeringorcapitalworks&theirimpact)+acquisition7.Reviewofmeetingdecisions8.Critiqueofprocess4.按產(chǎn)品的系列分類回顧

(實際銷售/計劃完成情況；回顧新的促銷活動及開始時間，啟動新的銷售計劃，各生產(chǎn)運營部門的承諾–生產(chǎn)，供應(yīng)鏈–支持新計劃5.新產(chǎn)品討論及決策

(若新產(chǎn)品開發(fā)的決策由NPDC做，這里只是就有關(guān)執(zhí)行問題和計劃實施力度進行溝通，并加以澄清)6.特別項目

(如生產(chǎn)部門說明/確認主要設(shè)備或資產(chǎn)運作情況以及影響力)+并購7.回顧本次會議作出的決策8.流程的不足及批評意見銷售及運營流程–前提條件TheS.&O.P.Process-Prerequisites1.Eachdepartment/functionmustgainunderstandingoftheS.&O.P.process2.Thecompanymustcommittimeandresourcestotheprocess*!3.Thecompanymustdefineproductgroupingsorfamilies4.Thecompanymustestablishanadequateplanninghorizon5.Thecompanymustestablishandmanagetimefences(drumbeat,datapreparation)*!includingSeniormanagementinvolvement&commitment-itistheLeaders’forum!!1.各部門/職能必須對銷售及運營系統(tǒng)流程有充分的理解2.公司一定要投入時間及資源支持該系統(tǒng)流程*!3.公司必須就產(chǎn)系列及分類進行明確的定義4.公司一定要使計劃統(tǒng)計系統(tǒng)建立起充分的覆蓋范圍5.公司必須規(guī)定時限，確保在一定時間內(nèi)完成數(shù)據(jù)收集（例行時間內(nèi)，數(shù)據(jù)統(tǒng)計準備）*!高管層要介入并負責(zé)！-這是一個領(lǐng)導(dǎo)們的討論會?。?！銷售及運營流程–產(chǎn)品分類（例）TheS.&O.P.Process–ProductFamilies(e.g’s)生產(chǎn)

標準日用護翼衛(wèi)生巾

三片式/日用薄型護翼衛(wèi)生巾

三片式/夜用薄型護翼衛(wèi)生巾

衛(wèi)生護墊

普通/三片式/日用超薄護翼衛(wèi)生巾

普通/夜用/標準超薄護翼衛(wèi)生巾

三片式/特長/夜用扇尾/護翼衛(wèi)生巾

標準/日用/超薄護翼衛(wèi)生巾

標準/夜用/超薄護翼衛(wèi)生巾安爾樂Anerle

親膚 NonWovenNapkin

抗菌 Anti-bacterialNapkin

干爽網(wǎng)面 DryMeshNapkin

柔爽網(wǎng)面 SoftMeshNapkin

雙重防漏 LeakageControlNapkin

衛(wèi)生護墊 PantyLiner

防漏（扇尾）LeakageControlFanTailNapkin紙尿褲 Diaper

7#經(jīng)濟（透明裝）No.7Econ.TransparencyPackageDiaper7#經(jīng)濟（彩裝）No.7Econ.ColourfulPackageDiaper

嬰兒紙尿片BabyDiaperLiner9#豪華裝No.9LuxuryPackage

成人紙尿片 AdultDiaperLiner

成人紙尿墊 AdultUnderpad安樂 Anle

標準 Regular

藥物清爽 Medicare

防漏LeakageControl

護翼] Wings

其他 Others銷售與市場SALES&MARKETINGMANUFACTURING

GeneraldayusestandardstylewingnapkinTridimensional/Day-useThin/WingNapkinTridimensional/Night-useThin/WingNapkinSanitaryPantyLinerGeneral/Tridimensional/Day-useSuper-thin/WingNapkinGeneral/Night-use/standardSuper-thin/WingNapkinTridimensional/ExtraLong/Night-useFanstyle/WingNapkinGeneral/Day-useSuper-thin/WingNapkinGeneral/Night-useSuper-thin/WingNapkin本月（第4周）CurrentMonth(4thWeek)第1個月（1周以后）Month1.(1weekout)銷售及運營會議S&OPMeeting回顧以前通過的活動/計劃，有無例外情況？所有緊急/計劃外促銷活動，如：分公司地區(qū)Reviewpreviouslyagreedactivities&plansbyexceptionReviewany“immediateresponse”orunplannedpromotionalactivities,e.g.fromRegions就總部的促銷計劃達成一致–是否繼續(xù)銷售預(yù)測開始生產(chǎn)/物流計劃支持確認“Go/NoGo”AgreementtoHQPromotionalplansSignofftoSalesForecastsSupportingProduction/LogisticsPlansconfirmed第2個月（4周以后）Month2.(4weeksout)第3個月（8周以后）Month3.(8weeksout)總部促銷計劃–初步通過新產(chǎn)品上市計劃–是否繼續(xù)采購/生產(chǎn)部門支持確認

InitialagreementtoHQPromotionalplans“Go/NoGo”toNewProductlaunchplansSupportingProcurement/ProductionPlansconfirmed待定–‘促銷’的定義和總體啟動完成時間？TobeDetermined–definitions&leadtimesof“promotions”?銷售與運營流程–計劃覆蓋范圍（例）TheS.&O.P.Process–PlanningHorizons(e.g’s)銷售與運營流程–計劃覆蓋范圍（例）TheS.&O.P.Process–PlanningHorizons(e.g’s)本月（第4周）CurrentMonth(4thWeek)銷售及運營會議S&OPMeeting第1個月（1周以后）Month1.(1weekout)回顧以前批準的工作/計劃，有無例外情況？所有緊急/計劃外促銷活動，如：分公司地區(qū)Reviewpreviouslyagreedactivities&plansbyexceptionReviewany“immediateresponse”orunplannedpromotionalactivities,e.g.fromRegions就總部的促銷計劃達成一致–是否繼續(xù)銷售預(yù)測開始生產(chǎn)/物流計劃支持確認“Go/NoGo”AgreementtoHQPromotionalplansSignofftoSalesForecastsSupportingProduction/LogisticsPlansconfirmed第2個月（4周以后）Month2.(4weeksout)第3個月（8周以后）Month3.(8weeksout)總部促銷計劃–初步通過新產(chǎn)品上市計劃–是否繼續(xù)采購/生產(chǎn)部門支持確認

InitialagreementtoHQPromotionalplans“Go/NoGo”toNewProductlaunchplansSupportingProcurement/ProductionPlansconfirmedMarketing/PromotionalPlanreview&revision(JointSales&MarketingCFT)市場營銷/促銷計劃–回顧及修正（銷售及市場CFT聯(lián)合會議）MonthEndCut-off&DataAccumulation(AllDepartments)

月末數(shù)據(jù)匯總及截止日期（所有部門）SalesForecastpreparation(Sales)

準備銷售預(yù)測（銷售部）Material,ProductionCapacity,LogisticsPlansreview(SupplyChain)

原材料，生產(chǎn)能力，物流計劃回顧（供應(yīng)鏈）

Finalplansagreedinprinciplebetweendepartments(AllDepartments)

各部門就最后的計劃在原則上達成一致（各部門）(S.&O.P.meetingapproves/modifiesplans)

（銷售及運營會議通過/修訂計劃）Minutes&approvedplansdistributed(SupplyChain)

發(fā)布通過的計劃和會議紀要（供應(yīng)鏈）上個月LastMonth本月ThisMonth下個月NextMonth銷售與運營流程：會前及會后工作TheS.&O.P.Process;Pre-&Post-MeetingActivities銷售與運營會議–數(shù)據(jù)（例）TheS.&O.P.Meeting–Data(e.g’s)典型數(shù)據(jù)TYPICALDATA

公司年計劃AnnualBusinessPlan

市場營銷/新產(chǎn)品開發(fā)計劃Marketing/N.P.D.Plan

銷售計劃SalesPlan

生產(chǎn)計劃ProductionPlan

庫存Inventory

發(fā)貨ShipmentsWork-in-Process=ReportingFormatsforActualResultsv.Plan(RS)例：銷售與市場數(shù)據(jù)表在下來第二頁ExamplesofSales/MarketinginputWorksheetsfollowonnexttwopages生產(chǎn)分類報告例表-ExamplesofS&OPreportformatsforProductFamilyReviewsareWIP銷售與運營會議–結(jié)果（例）TheS.&O.P.Meeting–es(e.g’s)需要“立即反應(yīng)”或計劃外的促銷活動應(yīng)采取的行動。如：分公司地區(qū)對銷售預(yù)測，市場營銷活動，供應(yīng)鏈計劃批準進行的修改總部促銷計劃達成一致–繼續(xù)/不做批準銷售預(yù)測新產(chǎn)品上市計劃–繼續(xù)/不做采購/生產(chǎn)/物流計劃支持確認Actionsrequiredtosupport“immediateresponse”orunplannedpromotionalactivities,e.g.fromRegionsAgreedrevisionstoSalesforecasts,Marketingactivities,SupplyChainplans“Go/NoGo”AgreementtoHQPromotionalplansSignofftoSalesForecasts“Go/NoGo”toNewProductlaunchplansSupportingProcurement/Production/LogisticsPlansconfirmed經(jīng)常遇到的典型問題TypicalProblemsExperiencedDataAvailabilityDataAccuracyDataCollection&ConversionDataDefinition-unitsofmeasure,familylevelsSeniorManagementlackunderstandingofthebusiness’processes

沒數(shù)據(jù)

數(shù)據(jù)不準確數(shù)據(jù)收集及轉(zhuǎn)化處理

數(shù)據(jù)的定義–測量單位，劃分標準

高管層對整個業(yè)務(wù)流程不夠了解一些關(guān)鍵的指標SomeCriticalMeasuresCustomerServiceLevelMarketing/SalesForecastAccuracyProductiontoPlanSupplierPerformanceInventory/WorkingCapitalLevelsInventoryRecordAccuracy

客戶服務(wù)水平

市場/銷售預(yù)測準確度

生產(chǎn)是否按計劃

供應(yīng)商表現(xiàn)

庫存/運營資本的水平

庫存記錄的準確度主要觀點KeyPointsRememberthatyouaredealingwithpeopleDevelop&communicateaformal,livingS.&O.P