Bài giảng môn học Quản trị kinh doanh - Chapter 13: Sales and operations planning

Copyright © 2014 McGraw-Hill Higher Education. All rights reserved.CHAPTER 13Sales and Operations PlanningMcGraw-Hill/IrwinLearning Objectives13–2LO13-1 Describe sales and operations planningLO13-2 Define contents of an aggregate planLO13-3 Explain relevant aggregate plan costsLO13-4 Contrast aggregate planning strategiesLO13-5 Develop alternative aggregate planLO13-6 Explain differences in service and manufacturing aggregate planningSales and Operations PlanningSales and Operations Planning (S&OP): process for integrating marketing and operations plan to develop a tactical planAttempt to balance supply and demandS&OPSupplyDemand13–3LO13-1Balancing Objectives FinanceHigh ROIMaximize returnMinimize riskHigh contribution customersMarketing/SalesAggregate planningMany product variationsFast response, high serviceMaximize revenueOperationsDetail planningFewer productsLong, stable production runsMaximize output, minimize costReduce variance, maintain ‘up-time’Efficient grouping of supply & demand13–4LO13-1Benefits of Sales & Operations PlanningQuantitative benefits:Improved forecast accuracyHigher customer serviceMore stable supplyBetter new product introduction13–5LO13-1Benefits of Sales & Operations PlanningQualitative benefits:Better organizational teamworkFaster and better aligned decision makingGreater accountability for performanceBetter business visibility13–6LO13-1Aggregate Production Planning CostsAggregate Production Planning: balances production, inventory, resources and demandHolding Inventory: having inventory on handRegular Production: average labor and benefitsOvertime: working more hours than standardHiring: finding, acquiring and training new employeesFire/Layoff: separation packagesBackorder/lost sales: expediting supply, lost good-willSubcontracting: unit cost and loss of control13–7LO13-3Aggregate Planning StrategiesLevel: produce at a constant rate, use changing inventory levels to buffer supply and demand13–8LO13-5Creating a Level Aggregate PlanLevel: produce at a constant rate, use changing inventory levels to buffer supply and demandP = level production rateDi = demand in period iEI = desired ending inventory levelBI = beginning inventoryN = Number of planning periods13–9LO13-5Aggregate Planning StrategiesChase: change production to match demand, inventory remains relatively stable and low13–10LO13-5Creating a Chase Aggregate PlanChase: change production to match demand, inventory remains relatively stable and lowThree options to consider:13–11123LO13-5Aggregate Planning StrategiesHybrid: combination of level and chase strategies13–12LO13-5Aggregate Planning for ServiceYield Management: adjusting prices in response to demand levelsServices can not create inventory to buffer demandModify prices to encourage customers to purchase for service at supplier desired timesGoal is to maximize revenue and profit13–13LO13-6Sales and Operations Management Summary13–14Balancing supply and demand is difficultS&OP is a cross-functional processA sales and operations plan will either influence demand to match supply, or match supply to demandS&OP must be a dynamic, responsive processThere are multiple costs to considerThe three basic strategies for S&OP are Level, Chase and Hybrid Services use Yield Management