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After over 100 implementations of advanced tools for planning, we recognize that every initiative has an impact on people. SCC's Six-Step Framework provides for a staged approach to leveraging tools and accounts for organizational learning as well as return on investment.

Unlike a rigid methodology, our approach allows for prioritized needs in any one area, but considers a path of improved global Sales and Operations Planning (S&OP) across the organization.

Step 1. Understanding demand
What have we sold?

Working with shipment and order data from your ERP system, we study historical patterns to identify sources of demand variability, identify customers that may be candidates for collaboration, and put in place metrics for order fulfillment.

Step 2. Profiling near- and long-term inventory
What’s on the shelf?

By analyzing the inventory and comparing it to the demand, we identify pockets of inventory that might be excessive, and put in place procedures and metrics to ensure that the inventory supports the business goals.

Step 3. Creating a demand plan routinely
What will they buy?

To create a realistic picture of future demand, we need to combine inputs from sales, marketing and others, with the appropriate statistical tools and keep the data current. At the end of this step, the business will have a common and visible demand plan, the procedures to maintain it, and the metrics to monitor its accuracy.

Step 4. Meeting the demand
What keeps supply and demand in balance?

Effective supply chain planning means that we organize our production, inventory, and distribution resources to meet demand at the lowest possible cost and provide the means to balance production capabilities, against business requirements to develop a plan that optimizes the use of supply resources. At the end of this step, the business has a framework for matching capacity to demand in a way that maximizes profit, through lower costs, greater efficiency, and more time available for people to resolve problems that are beyond the scope of automation.

Step 5. Implementing dynamic sales & operations planning
How do you stay on top of change?

Real-world events are moving targets. The models and communications tools need to be kept current as things change. Only then can you evaluate new business opportunities or capacity improvements with certainty. This step delivers day-to-day data, trends, and reporting tools for timely decision support, and provides a quantitative framework for resolving conflicts. You’ll see how supply chain operations impact margins, while being better equipped to manage change and achieve long-term success.

Step 6. Order promising with confidence
What can you tell your customers?

With a sophisticated, dynamic model of your supply chain in place you have the fundamentals to predict accurate delivery dates. It provides flexible ATP/CTP functionality that can be configured using your business rules. The goal of this step is for you to be able to provide realistic, business-optimized promises on orders. This is especially important as you do more business online.



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