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1、Goodyear ConfidentialS销售及运作计划概况 n S解释销售及运作计划的流程 n Answer your questions;解答问题 n Analyze the possibility for Triangle to cope with Goodyear S销售及运作计划概况 n S50个仓库 n15000 containers / year;一年15000个 货柜 n150000 truck / year;一年150000车 nTotal AP SC Associates: 300.亚太供 应链员工总数300nInventory days: 48, including i
2、n transit;存货周期48天，包括在途时间 nSales Forecasts accuracy: 70%;销售预 期精确度70% nOTIF: 88%;交付率88% nAbsolute Schedule Compliance: 91%; 生产排产达成率91% nCost to serve per unit: $2.49 每条供应 链的成本$2.49Rest of the Worl d5Goodyear ConfidentialContents目录n Objectives of this presentation培训的目的 n Asia Pacific Supply Chain at Go
3、odyear, overview亚太供应链的概况 n S销售及运作计划概况 n S实体流 n 2. Demand flows;需求的信息流 n 3. Tracking flows.追踪流7Goodyear Confidential1. Physical Flows实体流Purchasing采购Manufacturing制造Distribution分配8Goodyear Confidential2. Demand Flows需求的信息流Purchasing采购Manufacturing制造Distribution分销Sales Forecasts 销售预估Finished Goods Plann
4、ing 成品计划Raw Materials Planning 原材料计划9Goodyear Confidential3. Tracking Flows追踪流Purchasing采购Manufacturing制造Distribution分配Sales Forecasts 销售预估Finished Goods Planning 成品计划Raw Materials Planning原材料计划Tracking追踪10Goodyear ConfidentialThe Flows Are Managed Through 1 Process: Sn所有职能部门必须紧紧围绕客户满意度和公司战略决策的 宗旨 n
5、 12 months to 5 years planning horizon 12个月到5年的规划周期M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12Year 1第一年Year 2 第二年Year 3 第三年Year 4 第四年Year 5 第五年Short term短期Mid term中期Long term长期14Goodyear ConfidentialKey Objective 3: Tool Used to Drive The Company关键目标3:使公司运作的工具n From short to long term;从短期到长期 n Plans are
6、updated to reflect Company strategy, or to reflect Market changes;计划应根据公司的策略或市场变化而调整M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12Year 1第一年Year 2 第二年Year 3 第三年Year 4 第四年Year 5 第五年Short term短期Mid term中期Long term长期Operational 操作上的Tactical 技术上的Strategic 战略上的15Goodyear ConfidentialMain Benefits of Using S所有职能部门
7、目标的一致性 n Drives Company strategy;制定公司策略 n Decision making process, shared by all;所有人参与决策 n Visibility;可见性 n Solve short term issues;解决短期问题 n Plan for mid term solutions if mid term issues;如果有中期问题，制定中期解决方案。 n Plan for long term solutions if long term issues;如果有长期问题，制定长期解决方案 n Tool to drive and achiev
8、e Company objectives and results; 策定及达成公司目标的途径 n Brings discipline;制定规范 n Develop team working;发扬团队合作16Goodyear ConfidentialIf No S职责混乱 n No possibility to drive company strategy;无法制定公司策略 n Multi decisions, not shared by all = no decisions很多决策不能达成一致=没有决策 n No visibility没有可见性 n Short term issues are
9、solved through emergency;只能通过紧急方式解决短期问题 n Mid and long term plans are not addressed; 中长期计划未显示 n More difficult to achieve results;难以达到成效 n No Team Working;没有团队合作 n Too high or too little inventory (Raw Materials, Finished Goods);太多或者太少的存货（原材料，产成品） n Poor customer service;客户服务不周17Goodyear Confidentia
10、lOne of the Key Enabler of S不是IT系统 n not high level experts;不是高水平的专家n DISCIPLINE 纪律18Goodyear ConfidentialA High Level of Discipline is Required As S销售及运营的末级输出是一个财务计划，而不是单单的一个生产、销售、库存的数量。 n It drives not only Capex but Purchasing as well;制定固定资产及采购计划 n The Chairman of the S销售及运营会议的支持人是常务董事22Goodyear
11、ConfidentialS. n The planning horizon is usually between 18 to 24 months, in monthly buckets; n Process owner: Supply Chain n All functions are involved: Management, Finance, Manufacturing, R23Goodyear Confidential销售及运营计划原理（1/2）销售及运营计划是一套标准的流程，涵盖了从决策到操作 的所有流程。规划周期一般在18到24个月，逐月制定计划。流程负责人：供应链所有的职责包括:管
12、理、财务、生产、技术、采购、销售、 市场以及供应链24Goodyear ConfidentialContents内容n Objectives of this presentation 此次介绍的目标 n Asia Pacific Supply Chain at Goodyear, overview固特异亚太供应链，概况 n S 销售及运营计划，概况 n S Promotion plans 促进计划Sales Forecasts, by SKU, past sales销售预 测，按照规 格，以往的 销售Supply Plans by key constraints销 售计划Demand 库存量降
13、低 n Better customer satisfaction, improvement of OTIF n客户满意率提高,确认率提高 n Strategic plan in place to plan for future capacity investments;制定了未来能力投资战略发展规划 n Disinvestments plans in place (upgrading capacity, restructuring)制定了重整计划（产能提高，重整） n One set of number, shared and agreed by all functions;所有职能部门共享一
14、组数据30Goodyear ConfidentialContents 内容n Objectives of this presentation 培训的目的 n Asia Pacific Supply Chain at Goodyear, overview 固特异亚太供应链概况 n S 销售及运作计划概况 n S所有职能部门共同参与 n Do it simple;简单化 n Get a signoff from all functions;所有职能部门签署认可。 n Organize training.组织培训Marketing Meeting营销 会议Preparing Forecasts 准
15、备预测Demand Meeting 需求 会议S永远不要修改日程 n Do it for the full year, not next month only;制定全年日程，而非仅限于下一个月Marketing Meeting 营销会议Preparing Forecasts 预测准备Demand Meeting 需求会议S give names;n不要定义职能，而是确定职位，任命 n If someone is late, then the whole process is late;n任何一个人的滞后都会导致整个流程的滞后Marketing Meeting 市场营销会 议Preparing
16、Forecasts 准备预测Demand Meeting 需求会议S&OP meetingSupply Plans (rough cut capacity) 供 应会议Finalize detail Production and sales plans 最终的 详尽生产和 销售计划Full Financials 全 面的财务计 划34Goodyear ConfidentialAt Last but Not the Least: 1 single template for all 所有职能部门共用统一模板Supply供应Demand需求Demand Supply 供应-需求 Inventory 库存35Goodyear ConfidentialQ&A36
