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Institute of BusinessForecasting & Planning
How to Align the Corporate Strategic
Vision with S&OP/ IBP
June 16th of 2016 3:45 PM – 4:45 PM
Michel Nachbar
#BOTBSOP
Michel Nachbar’s Bio
Senior Supply Chain Manager at The Martin-
Brower Company he currently supports the
S&OP and CPFR process implementation for
fast food chains. Prior to this job he worked for
11 years at Procter & Gamble in Brazil focused
on key Supply Chain activities including
logistics, planning and process/system
improvement. Michel has also led the
implementation and management of S&OP/IBP
at Coca-Cola, Barry-Callebaut and Tigre - Pipes
and Connectors in Brazil. He earned a degree in
Foreign Business Administration from UNIP
Paulista University and is currently enrolled in an
Executive MBA program in Business
Management at Faculdade Getúlio Vargas.
#BOTBSOP
How to Align the Corporate Strategic Vision
with S&OP/ IBP
Measure the successful
alignment of the strategic vision and S&OP/ IBP through metric
tracking of established goals
and objectives
Maintain functional areas
of excellence during alignment without impacting
service levels
Designing a strategic vision
that ensures corporate
excellence and alignment to
S&OP
#BOTBSOP
Designing a strategic vision that ensures
corporate excellence and alignment to S&OP
Understanding and Analyzing the Internal and
ExternalEnvironment
Statement Business Mission, Vision, and Values
Strategic Planning & S&OP/IBP
Supporting Process and Function Strategies
#BOTBSOP
Value Preposition
Key
Activities
Customers/ Stakeholders
Channels
Customer Relationship
$ Revenue
$
Operational Cost
Key Resources
Key Partners/
SLA
Understanding and Analyzing Internal
Business Model Elements
Business
Model
Components
Efficency
Components
Value
Components
#BOTBSOP
Understanding and Analyzing External
Business Model Elements
Value Preposition
Key
Activities
Customers/ Stakeholders
Channels
Customer Relationship
$ Revenue
$
Operational Cost
Key Resources
Key Partners/
SLA
#BOTBSOP
Understanding and Analyzing External
Business Model Elements
Value preposition
Key
ActivitiesCustomers/ Stakeholde
rs
Channels
Customer Relationship
$ Revenue
$
Operational Cost
Key Resources
Key Partners/
SLA
Key Trends
Market
Forces
Macro
economy
forces
Industry
forces
REGULATORY TRENDES
TECHNOLOGY TRENDS
SOCIETAL AND CULTURAL TRENDS
SOCIECONOMIC TRENDS
MARKET SEGMENTS
NEEDS AND DEMANDS
MARKET ISSUES
SWITCHING COSTS
REVENEU ATTRACTIVENESS
ECONOMIC INFRASCTRUCTURE
COMMODITIES AND OTHER RESOURCES
CAPITAL MARKETS
GLOBAL MARKET CONDITIONS
SUPPLY CHAIN AND OTHER
VALUE CHAIN ACTORS
STAKEHOLDERS
COMPETITORS
(INCUMBENTS)
NEW ENTRANTS
(INSURGENTS)
SUBSTITUTE PRODUCTS
AND SERVICES
#BOTBSOP
Designing a strategic vision that ensures
corporate excellence and alignment to S&OP
Understanding and Analyzing the Internal and
ExternalEnvironment
Statement Business Mission, Vision, and Values
Strategic Planning & S&OP/IBP
Supporting Process and Function Strategies
#BOTBSOP
Statement Business Mission
... clear and concise statement of
the company’s strategic intente,
summarize the main purpose of
the business or business unit
and the value that its products
and service bring to customers,
consumers and society.
#BOTBSOP
...must be inspiring and
memorable, and summarizes
concisely what the company
wants to become in its
market and community.
Statement Business Vision
#BOTBSOP
Statement Business Value
... the company values
shape the business
strategies and
supporting plans,
captures in values
statement and are lived
throughout the
company.
#BOTBSOP
Painting pictures in words... the long term!
Mission
Vision Values
#BOTBSOP
Designing a strategic vision that ensures
corporate excellence and alignment to S&OP
Understanding and Analyzing the Internal and
ExternalEnvironment
Statement Business Mission, Vision, and Values
Strategic Planning & S&OP/IBP
Supporting Process and Function Strategies
#BOTBSOP
Strategic Planning and S&OP/IBP
Present
Environment
Projected
Environment
Mission
Vision
Values
#BOTBSOP
MA
RK
ETST
RA
TEG
Y
PR
OD
UC
TA
ND
SER
VIC
E ST
RA
TEG
Y
FIN
AN
CIA
LST
RA
TEG
Y
HU
MA
N R
ESO
UR
CES
ST
RA
TEG
Y
INFO
RM
ATI
ON
TE
CH
NO
LOG
Y S
TRA
TEG
Y
DA
TA
STR
ATE
GY
Why Strategic Planning exist?
VALUE VISION MISSIONSTRATEGIC PLANNING
STRATEGIC BUSINESS OBJECTIVES
The Strategic Planning enables the
alignment of all companies process and
functional plans and deployment of a
hierarchy of measures.
#BOTBSOP
Measure the successful
alignment of the strategic vision and S&OP/ IBP through metric
tracking of established goals
and objectives
Maintain functional areas
of excellence during alignment without impacting
service levels
Designing a strategic vision
that ensures corporate
excellence and alignment to
S&OP
How to Align the Corporate Strategic Vision
with S&OP/ IBP
#BOTBSOP
Maintain functional areas of excellence during
alignment without impacting service levels
Strategy Deployment
Goals, Targets and Projects Plans
Performance measures
#BOTBSOP
Strategy Deployment
VALUE VISION MISSIONSTRATEGIC PLANNING
STRATEGIC BUSINESS OBJECTIVES
MA
RK
ETST
RA
TEG
Y
PR
OD
UC
TA
ND
SER
VIC
E ST
RA
TEG
Y
FIN
AN
CIA
LST
RA
TEG
Y
HU
MA
N R
ESO
UR
CES
ST
RA
TEG
Y
INFO
RM
ATI
ON
TE
CH
NO
LOG
Y S
TRA
TEG
Y
DA
TA
STR
ATE
GY
Business Competing Priorities and Goals Definition
Projects pipeline alignment & Master Plan Definition
Strategic Plan Cascaded to Working Levels with
Ownership and Sponsorship
#BOTBSOP
Maintain functional areas of excellence during
alignment without impacting service levels
Strategy Deployment
Goals, Targets and Projects Plans
Performance measures
#BOTBSOP
Strategic Plans are Converted into Goals,
Projects and Measures Master Plan
Strategic Planning
Market StrategyMarket
Goals, Projects
Market
Measures
Product and Service Strategy
P&S
Goals, Projects
P&S
Measures
Financial Strategy
Financial
Goals, Projects
Financial
Measures
HR StrategyHR
Goals, Projects
HR
Measures
IT StrategyIT
Goals, Projects
IT
Measures
Data StrategyData
Goals, Projects
Data
Measures
#BOTBSOP
Strategic Plans is cascaded from global to
regional and country level
#BOTBSOP
Maintain functional areas of excellence during
alignment without impacting service levels
Strategy Deployment
Goals, Targets and Projects Plans
Performance measures
#BOTBSOP
Performance measures
Integrated measures
− A balanced suite of measure must be in place from the top of the
company targets, linking stakeholders interest management
− It is the head of an integrated hierarchy of measures for the whole
business used to monitor progress and drive action.
Visibility of targets and continuous improvement
− Team and personal targets are documented on one sheet to show
trend and performance
− The measures must be displayed to everyone in order to
improvement.
#BOTBSOP
Daily Management System
Critical Processes must be identified and documented;
Key Process in Measure must be identified, KPI’s
hierarchically structured to support final results;
Formal process and tools must be used to manage, review,
and measure projects and goals at all levels;
Management by exception must be implemented and
proactive corrective action plans are communicated.
#BOTBSOP
Measure the successful
alignment of the strategic vision and S&OP/ IBP through metric
tracking of established goals
and objectives
Maintain functional areas
of excellence during alignment without impacting
service levels
Designing a strategic vision
that ensures corporate
excellence and alignment to
S&OP
How to Align the Corporate Strategic Vision
with S&OP/ IBP
#BOTBSOP
Measure the successful alignment of the strategic vision
and S&OP/ IBP through metric tracking of established
goals and objectives
S&OP/IBP Monthly Process
S&OP/IBP Maturity Assessment
Project Portfolio
#BOTBSOP
BUSINESS PLANNING = 1 YEAR
S&OP/IBP = MONTHLY REVIEW 24 MONTHS
GAP between Strategic and Business Plan vs S&OPGAP CLOSING ACTIONS TO DELIVERY BUSINESS PLAN
STRATEGIC BUSINESS OBJECTIVES VALUE MISSION VISION
STRATEGIC PLANNING = 5 YEARS
S&OP/IBP Process … a monthly process
Pro
du
ct R
evie
w
De
man
d R
evie
w
Sup
ply
Rev
iew
Ap
pra
isal
Fin
anci
al
& In
tegr
ate
d
Re
con
cila
itio
n
Rev
iew
(Pre
-S&
OP
)
Man
age
me
nt
Bu
sin
ess
Rev
iew
(S
&O
P e
xecu
tive
me
etin
g)
PROCESS (WEEKLY AND DAILY), PEOPLE, RESOURCES AND KPIs
#BOTBSOP
Man
age
me
nt
Bu
sin
ess
Rev
iew
(S
&O
P e
xecu
tive
me
etin
g)
Pro
du
ct R
evie
w
De
man
d R
evie
w
Sup
ply
Rev
iew
Ap
pra
isal
Fin
anci
al
& In
tegr
ate
d
Re
con
cila
itio
n
Rev
iew
(Pre
-S&
OP
)
Sales
Revenue
$
Operating
Profit
$
Return on
Net Assets
$
Cash
$ OTIF%
S&OP/IBP = MONTHLY REVIEW 24 MONTHS
Business Performance Measure – Strategic KPIs
STRATEGIC BUSINESS OBJECTIVES VALUE MISSION VISION
BUSINESS PLANNING = 1 YEAR
STRATEGIC PLANNING = 5 YEARS
PROCESS (WEEKLY AND DAILY), PEOPLE, RESOURCES AND KPIs
GAP BETWEEN BP AND S&OPGAP CLOSING ACTIONS TO DELIVERY BUSINESS PLAN
#BOTBSOP
Measure the successful alignment of the
strategic vision and S&OP/ IBP through metric
tracking of established goals and objectives
S&OP/IBP Monthly Process
S&OP/IBP Maturity Assessment
Project Portfolio
#BOTBSOP
Pro
du
ct R
evie
w
De
man
d R
evie
w
Sup
ply
Rev
iew
Ap
pra
isal
Fin
anci
al &
In
tegr
ate
d R
eco
nci
lait
ion
R
evie
w (P
re-S
&O
P)
Man
age
me
nt
Bu
sin
ess
R
evie
w (S
&O
P e
xecu
tive
me
etin
g)
Lead
ers
hip
Vis
ion
, Mis
sio
,Val
ue
s
HR
an
d C
om
mu
nic
atio
ns
Co
nti
nu
ou
s Im
pro
vem
en
t
Stra
tegi
c P
lan
nin
g an
d
Bu
sin
ess
Pla
nn
ing
S&OP/IBP BEST IN PRACTICE ASSESSMENT
STRATEGIC BUSINESS OBJECTIVES
PROCESS
PEOPLE
RESOURCES
S&OP/IBP Assessment
#BOTBSOP
Action Plan to achieve high maturity
Senior managers, sponsors and stakeholders must be
informed about the maturity level and main opportunities
providing feedback about expectations in order to define the
priorities;
Is very important to summarize the main opportunities
defining owner, date and control the execution of each
action;
The output is a input for the project portfolio.
High
Maturity
Today
#BOTBSOP
Measure the successful alignment of the
strategic vision and S&OP/ IBP through metric
tracking of established goals and objectives
S&OP/IBP Monthly Process
S&OP/IBP Maturity Assessment
Project Portfolio
#BOTBSOP
Project Portfolio Management
S&OP/IBPAssessment
Strategic
Projects
S&OP/IBP Process
Priorities alignment and quick wins
Project Execution
#BOTBSOP
QA – THANK YOU!
Contact info:
− Email: [email protected]
− Mobile: + 55 11 9 8251 3784
− Linkedin: https://br.linkedin.com/in/michelnachbar
− Facebook: https://www.facebook.com/nachbar1976
− Twiter: @michelnachbar
− Skype: michelnachbar