TABLE OF CONTENTS This chapter covers a proven methodology for the successful implementation of a robust S&OP process. Keep in mind that top-management ownership is a prerequisite to this success regardless of implementation techniques. If top management is not engaged, implementation will be extremely difficult and maybe impossible if management cannot be converted. Few things in life are that sure.
Following are imperatives for the implementation of S&OP:
Education of all parties
Establishment of goals and vision
Organization structure for change
Measurements and data collection
Accountability and management systems
Documentation
Training for sustainability
Figure 13.1: Layers of education and training.
Let s look at each of these in turn.
To get everyone on the same track right from the beginning, there needs to be shared goals, a common glossary of terms, and a shared vision. This is best done through education. Don t think of this as teaching old dogs new tricks, as the saying goes. Think instead of this as reorganizing thoughts we have all had before into a central and shared focus. It is sort of like light shining through a magnifying glass. When the whole team is on the same path, change can happen quickly. This is the goal make it happen as quickly as possible while keeping the spirit of the goal clearly in front of the team.
Initial top-management education (see Figure 13.1) usually takes about four to six hours and is normally done in one sitting. In this session there will be...
