s&op mapping

Sales and Operations Planning (S&OP)Process Definition Document

Process: S&OP

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TABLE OF CONTENTS

DOCUMENT CONTROL 3

1. SALES AND OPERATIONS PLANNING (S&OP) 3

1.1. Definition 4

1.2. Ownership 4

1.3. Stakeholders 4

1.4. Process Flow 5

1.5. Process Steps and Details 71.5.1. Data Close/Update 71.5.2. Demand Planning 81.5.3. Supply Planning 151.5.4. Integration Meeting (Pre S&OP) 161.5.5. Executive Review 211.5.6. Hand off to Finance 22

1.6. Forms 231.6.1. Sales Team Forecast 231.6.2. S&OP Deck 23

1.7. Reports 231.7.1. E&O 'Excess & Obsolete’ 231.7.2. Inventory Levels 231.7.3. Product Backlog 231.7.4. Customer Service Levels 231.7.5. Waterfall & S&OP Reports 231.7.6. Forecast Accuracy 231.7.7. E&O Disposition Report 23

1.8. SAP Screens 231.8.1. APO: SDP94 231.8.2. APO: List Cube 23

1.9. Issues / Opportunities 23

1.10. Next Steps 23

APPENDIX A: Training Documents 24

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DOCUMENT CONTROL

Author(s) Various

Process Owner(s) Todd Kyriss

Version Revision Date Reviser Revision Description

1.0 Original Draft

Approval by Role Approval Date Approval Signature

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1. Sales and Operations Planning (S&OP)

1.1.Definition1.1.1.Sales and Operations Planning is a decision making process used to balance supply and demand

at the SKU level and reporting at the product family and account level. It involves accounting for overall supply levels over the entire planning horizon (6 months). It is also used to strategically integrate financial and operational planning.

1.2.Ownership1.2.1.While overall ownership is driven by Demand Planning, this requires the active participation of

supply chain, operations, purchasing, sales, marketing, and finance. Teams must actively collaborate to develop consensus demand and supply plans, then execute them. Executive leadership will play a key role in the success of this process.

1.3.Stakeholders

Section Responsible Title Responsible PersonDemand Planning Forecast AnalystsDemand Planning ManagerSales MangersSales AnalystsProduct Marketing ManagersChannel Marketing ManagerFinance ManagerDistribution Center Manager

Customer ServicePIC BuyersPIC Master SchedulersOps TeamCustomersSuppliersExecutive Team

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1.4.Process Flow

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1.5. Process Steps and Details1.5.1.Data Close/Update

1.5.1.1. Objective: Data Close is the first step and the foundation for the S&OP process. The purpose of the data close step in the S&OP cycle is to update all supply and demand data to ensure the Sales and Operations Planning (S&OP) process is as accurate as possible. It occurs once all additions / adjustments are made after the monthly meetings. It is the informational foundation for the rest of the S&OP process, as access to relevant, accurate, meaningful, organized, up-to-date data is required in developing and maintaining a valuable S&OP process.

1.5.1.2. Actions: Synchronize our data to develop the best statistical forecasts as a baseline for the

Demand Planning Clean sales order history – done weekly as necessary

Purpose is to clean up sales orders that are not expected to be repeated in the next year (launches, ads, etc…)

In system, T-code = Planning Book = (Clean sales order history weekly view)

User needs to navigate to the item/customer combination to find the order that needs to be cleaned. They simply load the item in the planning area, select the pencil in the upper left to go to change mode, then put a number in the Adjustment to Sales Order History row directly under the sales order that needs to be cleaned, then save it. This key figure will add to the sales order history key figure so it is important to put a negative number in if the history needs to be lowered.

Create Statistical Forecast – TBD. Right now XXXX is not doing much stat forecasting due to the amount of new products introduced in recent months.

Product integration/ mapping – new item setup (PD process) New items are setup as PD’s are created, not necessarily just at the

beginning of the month.

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In APO, T-code = (Super user access only) Can be done as a list of items (import) or one at a time. See the WSI at

to see how to do both

Create evaluation/exception/outlier reports - TBD1.5.1.3. Timing: All activities completed in time to support Step 2 ( Demand Planning) or day 4 of

the S&OP cycle 1.5.1.4. Inputs:

Integration of new product data Prior Month/Weeks Historical Data Loaded

1.5.1.5. Outputs: A Cleaned Sales Order History S&OP Characteristic Realignment / Reconciliation A Revised Statistical Forecast Generated Demand Data (Net Requirements) update to Supply

1.5.2.Demand Planning1.5.2.1. Objective: To develop a consensus demand plan accurately reflecting the expected

future sales activity by BU in each region. This demand plan will drive supply requirements that will be evaluated in step 3, Supply Planning.

1.5.2.2. Actions: Create/Update Sales team forecast reports

1) Export sales order history and consensus demand. In APO, T-code = Select Data Target Make sure to check the DB aggregation box

On the next screen, select Field Selection for Output Select Deselect all Check boxes next to Customer Group, Product, Strategic Customer, Cal.

Year/Month, Consensus Demand, Sales Order History. Hit Execute APO Planning version = Location = Sales Org = Cal. Year/Month = Current month/previous year. In the field after to, put

in the current month + 5 Blank out the cell after max no. of hits. Hit Execute. On the output screen, select the local file icon.

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Select unconverted and hit the check mark.

Select the Directory where you want to save the file. Name the file Current Month S&OP.txt Hit Generate.

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2) Open the S&OP Access Database Select New, Import Table Change file type to text Find the file you just created and select import. Select Delimited Select the Other radio button and put in the |

Select in a new table, hit next Hit Next Select no primary key, hit next Name the file current month S&OP, hit finish Open up the file you just imported Delete the first column and all blank rows Change to design view

Change the field names to Cust Group, Product, Customer, Month, COD, SOH

Change the data type for COD and SOH to Number. Save

Delete rows with column headers in them. You may need to sort the document to find more than one of these rows. Save and Close the table.

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Go to Queries. Select the Consensus Demand query and select Design. Select the Show Table icon at the top. Select the table that was just imported and select add Select the down arrow in table row to select the table that was just

imported – do for all fields (see screenshot)

Save the query. Select the Sales Order History query and follow the same steps. Select the S&OP template query and select design Go to the first sales order history column (after invoice) and change in

from what it is to the next month. Repeat for the rest of the columns

Save and run the query. Copy and paste results as text into a new Excel workbook. Close the Access query and database.

3) Save Excel file as Current month S&OP raw file. Example in I:\xxxxxx Select file save as current month S&OP converted file

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Convert the SAP customer numbers into Account names using the Strategic customer table in I:\Operations\xxxxxxx

The raw file needs to be formatted to match the format in the converted file. Example in I:\Operations\xxxxxxxx

In order to convert, columns for description, product family, YTD, forecast (all months) and order dollars (first 3 months), and Total will need to be added. The Cust Group column can be deleted.

Update the Invoices by using the item info.xls file in I:\Operations\xxxxxxxxx

Make sure to v-lookup to the correct accounts Once all formatting is complete, add the filter to the total row and save

the file.4) Update sales manager’s forecast files - As of today , there are six files that need

to be updated on a monthly basis Major Accounts are updated under a separate process but could be

updated using these procedures. Go to I:\Operations\Forecast\Monthly SOP Folder\XXXX\ to find the files

that need to be updated. The six files that need to be updated all end in – NEW.xls Open the files one by one and follow these procedures to update the

files. Go to the summary tab

Change the month in cell C3 to the current month Change the header in cell I3 to be Total 20xx or Total 6 months

depending where we are in the year. Adjust the formulas in column I to reflect what is displayed in the

cell I3 header. Go to the account tab Open the converted file and select the account from the drop down in cell

E3. Copy the entire sheet and paste into the account tab of the sales

manager file. Then do a paste special formulas Go to the bottom of the data and delete all rows – they may look empty

but if you don’t delete them, the file size will be larger than it needs to be. Repeat these steps for all accounts within the sales manager file Save file and move on to the next sales manager file.

5) Compose email to be sent to sales. Compose a blanket email for all accounts and all sales managers that

contain key callouts for current and upcoming promotions, focus items, timing concerns, shortages, etc.

Sales Team/Demand Planning Forecast Scrub/Reconciliation1) Sales Team SOP Build

Example of how a sales manager may project their SOP numbers (process may vary by sales manager):

POS Trend on Existing Items This only applies to items that have no anomalies from

previous year. Start with actual shipments from previous year, by month. Utilize last 4 to 8 week POS trend by SKU to project future

months. Ex. SKU X sold 10 units last Jan – L8W trend +10% - this

Jan project 11 units.

New Items

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This applies to items that have no history from last year or are in different door counts this year vs. last year (new items, expansions, etc.)

Utilize any relevant POS/invoice trends to manually project units by month

Advertised Items This applies to items that will be advertised If the ads are the same time period and items from last year

we capture these forecasts via POS trend changes (above). If they are new ad timeframes or items we will use our history

on advertising quantity increases as well as customer feedback to project this lift

New Product Transitions/Pipelines For product line transitions we ensure all relevant products

are zeroed out in OP. For product pipelines the total quantities are usually locked

with the customers and XXXX finance as it relates to the transition plan before being loaded in SOP.

Customer Feedback/Collaboration Sales manager may utilize the planning teams at our

customers for their feedback on specific items, trends they expect, or inventory concerns, among other things.

2) Sales team forecast scrub (3 business days) The sales manager should take the file and update the forecast columns.

They should make changes based on POS and replenishment trends as well as known ads or any other circumstance that would be cause for a change.

The sales manager also has to be aware of the total dollars for each month and make sure to call the same number on the weekly sales call.

Once the sales manager is happy with the item detail and the monthly dollar rollup, they are to send it back to Demand Planning.

3) Demand Planning reconciliation Once Demand Planning receives the sales manager’s file back, they

need to go through it and compare it to what was sent to them to determine what forecast was changed.

The demand planner needs to verify that the forecast changes make sense and are ok to load. They also need to check with the sale’s manager to make sure that the dollar rollups in the file will be called on the following Monday’s sales call.

Sales Call – Weekly call (each Monday) lead by VP of Sales that includes participation from sales, demand planning, marketing, operations and finance.

Key Objectives1. Review previous week’s POS results by customer and provide high

level feedback on how XXXX is performing versus the competition.2. Update projection, by customer, to where we expect invoice sales to

roll for the current month, current quarter and next quarter3. Current Month Invoice Projection 4. Review report(s) showing total shipped and total open orders for the

month.5. Sales managers will utilize different methods (depending on account)

to project additional orders expected for the remainder of the month.6. Shipped + open + expected will equal the current month sales call.

Future Months

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1. Sales managers will generally match their sales call numbers for future months to their current SOP roll for the current quarter and next quarter.

2. If there are any changes to the sales call, sales managers work with demand planning to update SOP to reflect the changes.

Update the system with forecast changes – complete steps for all accounts.1) Isolate the forecast that the sales manager has changed and needs to be

updated in the system (SAP). The forecast changes can get into the system a couple of different ways.

Monthly load – best used for items with no stat forecast and/or when the forecast can be spread evenly over the month.o In APO, T-code = o Planning book =o Select the selection profile of the account that needs to be

updated and select the item that needs to be changed.o Select the pencil in the upper left to switch to change mode. o Input the new forecast in the correct month and then save it.

Weekly loado In the cell update – best used when the forecast change is not

large and can be easily added or subtracted to any given week within a month. Also good when an order is in and the forecast needs to be changed as a result.

In APO, T-code = Planning book = Select the selection profile of the account that needs to

be updated and select the item that needs to be changed.

Select the pencil in the upper left to switch to change mode.

Input the new forecast in the correct week and then save it.

o Month to week conversion – good when multiple items need to be changed for multiple months.

Create a file that will take a monthly forecast and split it into 4th’s or 5th’s in order to evenly spread the forecast across weeks.

In APO, T-code = Planning book = Use the selection window to select the item/customer

combination that need to be updated (one customer at a time)

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Copy and paste the weekly forecast from the file into SAP. Make sure that the items are in the correct order and that the pasting is done in the correct weeks. Once the pasting is complete, save the forecast.

1.5.2.3. Timing: Days 5-131.5.2.4. Inputs:

A Cleaned Sales Order History A Revised Statistical Forecast

1.5.2.5. Outputs: Notable Forecast Change Report – Forecast change report run weekly. Unconstrained Consensus Demand Plan

0-6 months Sales/Channel Action Item List

Alternatives Recommendations

Sales risks / Opportunities

1.5.3.Supply Planning1.5.3.1. Intention: This step is a piece of the Corporate S&OP process and will be defined

and implemented in part or in whole at a later date.1.5.3.2. Objective: Develop a net requirement plan for our plants and suppliers and identify

resource gaps resulting from unconstrained demand plan.1.5.3.3. Actions:

BUs consolidate regional demand and run MRP

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Verify that the MRP supply plan is accurate and realistic Review alerts that show a variance between the planned supply and available

capacity Run simulations to evaluate strategic changes Regenerate supply plan and review rough cut plan In the supply agreement meeting we review remaining alerts, documented risks and

opportunities and discuss variances with alternatives to develop an optimized plan. Prepare materials for integration meeting


Unconstrained consensus demand plan Action plan for financial gaps to budget & last estimate Sales Risk & Opportunities Known demand within lead time Current inventories and inventory parameters Capacities Demonstrated lead times Supply assumptions (shifts, hours, scheduled maintenance, etc.)

1.5.3.6. Outputs: Aggregate Resource & Requirements Plan

Bottlenecks/Supply Constraints Risk/Opportunities Alternatives and recommendations Utilization FBV

Confirmation/Constraint Communications to Regions/BUs Availability plan as % of Demand Plan: Units

1.5.4.Integration Meeting (Pre S&OP)1.5.4.1. Objective (Current State): The purpose of the integration meeting is to present the

current S&OP rollup to the Marketing Team (Product Managers) and discuss risks and opportunities that need to be addressed prior to or during the Executive Meeting.

1.5.4.2. Actions: Update the S&OP file to compare current rollup to last month’s dollars.

Open up the previous month’s Forecast dollars by ship to by family. Example in I:\Operations\xxxxxx

Save file as current month Highlight all account tabs

Select row 5 and find the previous month and replace it with the current month.

Highlight all three columns of the previous month and change the color to light yellow. Change the “current” header to “Actual”

Copy the values in the current column and paste special values in the column to the left of actual

For the rest of the months, copy the values in the current column and paste special values in the column to the left of current

Go to the TTL by family detail tab Select row 5 and find the previous month and replace it with the

current month. Highlight all three columns for the previous month and change the

color to yellow Change the “current” header to “actual”

Go to the TTL by family header tab Select row 4 and find the previous month and replace it with the

current month.

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If the previous month was the end of a quarter, highlight all three columns and change to yellow. Also, change the “current” header to “actual”

Save the file and keep it open Open up the finance actual file. Example in I:\Operations\xxxxxx

Highlight all tabs from Total to Other Insert a column between the product families and Jan actual

Open up the family comparison worksheet. Example in I:\Operations\xxxxxx With all the tabs in the actual file still highlighted, copy the values in cells B2

– B65 in the family comparison worksheet and paste them into cells B6 – B69 of the actual file

In the actual file, go to the target by category tab and insert a column between the product families and Jan actual

Copy cells B68 – B79 from the family comparison worksheet and paste them into cells B6 – B17 in the actual file

Save the actual file but keep it open. Go back to the forecast by dollars by ship to by family file

Go to the customer tab and go to the first cell in the actual column. V-lookup from this file to the x account tab on the Finance actual file. Repeat for all accounts.

o International tab on the forecast file needs to v-lookup to the Europe + Asia tab in the Finance file

o All other tab on the forecast file needs to v-lookup to the E-commerce internal + Gourmet + Retail – CCC + Retail – Outlets + E&O + Licensing + Other

Once all accounts are complete, go to the total tab and verify that the total matches the Finance file.

Save once complete Export forecast out of SAP and dollarize by account and by product family.

Example file in I:\Operations\xxx (Nov S&OP.xls) In APO, T-code = Select Data Target Make sure to check the DB aggregation box

On the next screen, select Field Selection for Output Select Deselect all Check boxes next to Customer Group, Product, Strategic Customer,

Cal. Year/Month, and Consensus Demand. Hit Execute APO Planning version = Location = Sales Org =

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Cal. Year/Month = Current month (if today is 11/1/08 then you would select Nov 2008). In the field after to, put in the current month + 5 (In Nov 2008, you would select Apr 2009).

Blank out the cell after max no. of hits. Hit Execute. On the output screen, select the local file icon.

Select spreadsheet and hit the check mark.

Select the Directory where you want to save the file. Name the file Current Month S&OP.xls Hit Generate.

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Open the saved file and save as .xls Rename the tab S&OP raw Copy the tab and rename the new tab S&OP converted

o Sort the data by xxxxxx and remove all ccco Sort the data by product and remove all items ending in xxxo Sort the data by xxxxxx and remove all 56820

Create a pivot table

Rename the tab S&OP by account Copy the entire sheet and paste as values Convert the SAP customer numbers into Account names using the

Strategic customer table in I:\Operationsxxxxx Combine the customer groups FG, GA, IC, and OT for 99999 (all

other) customer by using the subtotal function. Delete the customer group column. Delete the grand total column Change the monthly headers to be the actual months Delete all the subtotal rows Make sure the total forecast for all accounts matches the totals on

the converted tab Insert a column for Invoice and one for product family

o Update the Invoices by using the item info.xls file in I:\Operations\xxxxxx

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Make sure to v-lookup to the correct accountso Update the product family by doing a v-lookup to the item

info file. Add monthly columns for dollars to the right of the units

o For each month, put a formula in to multiply units x dollars Sort the file by account by product Sub-total the data by account Save the file.

Open up the most recent sales call file. Example in I:\Operations\xxxxxxx A file that compares the sales call forecast and the S&OP forecast needs to

be created. Go through the larger variances and work with the sales manager to

close the gap Once the gaps are acceptable, the forecast needs to be put into the forecast

by dollars by ship to by family file Copy all the data to a new blank Excel sheet and then remove all

sub-totals. Copy and paste special values Delete columns so all that is remaining are Customer, product family,

and the six months with invoice dollars. Sort the sheet by customer and product family Sub-total by product family Create a formula in the customer column so that the customer cell is

populated next to each product family Copy all visible cells and paste special values in a new tab Copy the customer and product family columns and paste into the

values tab in the forecast dollars by ship to by family file. Make sure to paste directly over the existing columns (B & C).

Copy the invoice columns and paste into the corresponding months on the forecast dollars file.

Go to the TTL by family detail tab and make sure that the monthly totals match.

o If they don’t, the reason may be that the customer name is different from file to file. Fix that, and the problem should be fixed.

Once the dollars match, save the file. The last five tabs on the forecast dollars by ship to by family file are the main

sheets for the Integration meeting. The format needs to be updated but the values should self-update based on the values inputted in previous steps. Do the next steps for all 5 tabs.

Select row 4 and find the previous month and replace it with the current month.

Highlight all three columns of the previous month and change the color to light yellow. Change the “current” header to “Actual”

Make sure the current month is expanded so that the difference column is visible.

The last five tabs and the first three tabs (Total by account, TTL by family header, TTL by family detail) all need to be printed and taken to the Integration meeting.

Conduct The integration meeting The meeting involves Demand Planning walking through the last five tabs

with the respective Marketing product manager. The total dollar changes since last S&OP are highlighted along with

the top account changes.

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o Known reasons for the change are highlighted and discussed.

The Marketing manager can question the reasons and take some follow-ups back to the sales manager to better understand the changes.

Upcoming risks and opportunities are discussed and noted. Develop a list of action items/follow-ups based on current rollup Discuss new item forecast (loaded and not loaded)

o Item setupo Accounts affectedo Risks and opportunities

Address known supply gaps Procedure TBD


Aggregate Demand Plan Bottlenecks/Supply Constraints

Risk/Opportunities Alternatives and recommendations

Availability plan as % of Demand Plan: Units 1.5.4.5. Outputs:

Executive Review and presentation deck Sales Forecast vs. Budget

By product family and account List of Risks and Opportunities

1.5.5.Executive Review1.5.5.1. Objective: The purpose of the executive meeting is to review S&OP metrics and

improvement activities and to resolve any supply or demand issues coming from the integration meeting.

1.5.5.2. Actions: Create S&OP deck for Executive Meeting

The documents created and updated for the Integration meeting will be the baseline for the Executive meeting

Open up the previous month’s Executive file and save it as the current month. Example in I:\Operations\xxxxxx

Change Sheet 1 to reflect current month info Adjust the forecast study tab by taking numbers from current and previous

months forecast dollars by ship to by family files. The budget by family and budget by account tabs can be updated by doing a

v-lookup to the current forecast dollars by ship to by family file. The total by account and TTL by family header tabs can be updated by

copying the data from the forecast dollars by ship to by family file and pasting in. Make sure to copy and paste special values.

The product family summary and account detail summary tabs can be updated by copying from the current month S&OP file used to update the values tab in the forecast dollars by ship to by family file and pasting in.

The Executive Summary tab is updated in several steps. Copy the values in blue in the Total shipments projected row and

paste specials as values in the Prior S&OP forecast row Insert a column in front of the column listed Forecast and rename the

new column with the previous month The SAP roll and outlet values for the previous month come from the

current sales call file Copy cells 16-22 in the column of the previous month and paste in

the column that was just inserted.

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The inventory info in cells 25-29 come from Finance The service numbers comes from Materials or Customer Service Delete cells 2-34 from the column that had the last month data in it. To the far right, add in a column in cells 2-34 for the most recent

month added For the current month-next 5 months:

o SAP roll info comes from the forecast dollars by ship to by family

o Grey market data comes from the most recent sales call fileo Sales call data comes from the most recent sales call file.o Product, logistics, and sales order risk comes from the most

recent sales call file as well as discussions with the distribution manager.

The Gross inventory data comes from Finance/and or Materials The Service numbers should be equal to the company goal of 98/99

or reduced due to known supply issues The product and customer call outs are listed based on largest

month over month variances and then updated by looking at the individual account tabs

The inventory call out section is used to call out major decisions that have recently been made regarding inventory and/or decisions that need to be made in the executive meeting.

The service call out section highlights the previous month’s service and notes how we are tracking for the current month. This section can also be used to call out any known current or projected issues.

The Production rough cut capacity section comes from the materials MPS roll.

The risk and opportunities come from the integration meeting as well as OPS meetings and discussions with the sales.

Make clear & final decisions on the issues brought forward from the integration meeting

Review S&OP Scorecard1.5.5.3. Timing: Days 21-221.5.5.4. Inputs:

Executive review of agenda & presentation deck Action item tracking/status: closed, open, new Unresolved items from integration meeting S&OP Scorecard & supporting materials

1.5.5.5. Outputs: Approved action plan Directives from S&OP scorecard and improvement review Communicate decisions to BU (sales, operations, supply chain, RBUs)

1.5.6.Hand off to FinanceNOTE: this will be updated

1.5.6.1. Objective: TBD1.5.6.2. Actions:

TBD1.5.6.3. Timing: Days 23+1.5.6.4. Inputs:

TBD1.5.6.5. Outputs:

TBD

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1.6.Forms1.6.1.Sample Sales Team Forecast 1.6.2.S&OP Deck

I:\Operations\xxxxxx

1.7.Reports1.7.1.E&O 'Excess & Obsolete’1.7.2.Inventory Levels1.7.3.Product Backlog1.7.4.Customer Service Levels1.7.5.Waterfall & S&OP Reports1.7.6.Forecast Accuracy1.7.7.E&O Disposition Report

1.8.SAP Screens1.8.1.APO: SDP941.8.2.APO: List Cube

1.9. Issues / Opportunities1.9.1.We do not do supply planning1.9.2.We do not plan out past 6 months 1.9.3.We have not been publishing forecast accuracy reports1.9.4.S&OP is supposed to be done at a higher/volume level but we only plan at the material/customer

level We plan at the material customer level for too many small customers causing a lot of non-

value added forecast adjustments1.9.5.We do not do any statistical forecasting

We make several adjustments throughout the month in order to tie the S&OP to the sales call causing a stat forecast to be de-valued more often than not.

We also have so many new products so a stat forecast would not generate a very accurate forecast.

1.10. Next Steps1.10.1. Training – Sales and Marketing at a high level; Demand Planning at a detailed level1.10.2. S&OP January Assessment

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APPENDIX A: Training DocumentsTraining Documents

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s&op mapping

Documents

process steps

process flow

sop revision

demand planning

supply planning

integration meeting

inventory levels

customer service levels