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Regular version of the site
Bachelor 2020/2021

Sales and Operations Planning in Supply Chains

Area of studies: Management
When: 3 year, 4 module
Mode of studies: offline
Instructors: Maria Yermolina
Language: English
ECTS credits: 6
Contact hours: 30

Course Syllabus

Abstract

The purpose of this course is to explore different issues of integrated sales and operations planning in the focus company. The course covers such areas as enterprise planning system structure and logic, specifics of the sales and operations planning elements and stages and enabling informational technologies. Special attention is paid to the principles and rules of interfunctional cooperation and to the possible obstacles in the way of S&OP implementation. This elective course combines theory with practical simulation of S&OP process, and will be of interest and great use to the students of logistics and supply chain management bachelor programs. Students applying for the course should have general knowledge in the fields of supply chain management, strategic management, operations management and economical principles of logistics and SCM.
Learning Objectives

Learning Objectives

  • To form students' understanding of the basic concepts of integrated planning in the enterprise and the roles that perform various functions in this process
  • To form students' ability to create a coherent sales and operations plan for the business.
Expected Learning Outcomes

Expected Learning Outcomes

  • To identify and recognize signs of Inconsistency of plans in the enterprise
  • To demonstrate the differences in plan parameters of individual functions that make it difficult to agree on plans
  • To specify and explain the role of sales and operations planning in the overall structure of enterprise plans
  • To explain the factors affecting the choice of S&OP planning horizon duration
  • To distinguish between different approaches to product grouping from commercial and operational points of view, to offer solutions for their coordination
  • To list in sequence the stages of the S&OP cycle, indicating the main participants and the objectives of each stage
  • To list the issues to be resolved under the "New Product Planning" stage
  • To create and read a schedule of new product launches
  • To judge the balance of the new products launch plan
  • To explain the difference between the demand forecast and sales plan
  • To create an unconstrained demand forecast taking into account macro trends in the consumer market, plans for development of sales channels and plans for commercial and marketing activities
  • To reproduce the logic of the S&OP demand forecasting process with the key players and their areas of responsibility
  • To name the main results (outputs) of the operation planning stage
  • To identify the key operations resources for the "Operations Planning" stage
  • To form a plan of operations and requirements for the key resource of the company
  • To list the stages of maturity of the sales and operations planning process, specifying the main indicators of each stage
  • To explain the connection between sales and operations planning and "lean management" and "quality management" approaches
  • Reproduce the CPFR planning cycle diagram if there is an internal S&OP process present
Course Contents

Course Contents

  • Introduction to the volume planning at the enterprise
    The problems caused by misalignment. Defining the sales and operations planning process. Demand and supply. Volumes and assortment. The role of volume planning in integrating functions in their interaction. Principal integration objects. Key solution areas, coordination of functional strategies. Interaction of sales and operations planning with resource planning. The role of sales and operations planning in supporting supply chain management.
  • Structure and logic of the volume planning of sales and operations
    Product and resource groups: determining the required quantity and selection criteria. Review of approaches to production organization. Options for an operations plan. Cycle of sales and operations planning. Planning horizon. Participants in the process, their roles. Data needed for discussion. The circle of issues under discussion. Schedule of preparation and holding meetings. Key indicators of each step of the process, their relationship to the goals and objectives of the company.
  • New product planning. Product portfolio management
    What can be defined as a "new product" in terms of sales and operations planning. Why this stage should be distinguished as an independent one. The range of issues to be discussed and decisions made in the process of reviewing new products. The impact of these decisions on the integrated plan.
  • Demand forecasting and sales planning
    Forecasting as an element of demand planning and its place in organizations' activities. Elements of the forecasting process. Demand planning. Factors that influence its formation. Coordination of sales plans and marketing plans.
  • Operations planning
    Definition of "Production Planning" and "Production Plan". Factors that shape the production strategy. Destination, tasks and components of the MPS. Nature and functions of MRP. Capacity management, capacity requirement planning.
  • Improvement of the volume sales and operations planning
    Four stages of process development: from basic control to integrated business management. Characteristics of each stage. Volume planning and lean production, volume planning and quality management, volume planning and CPFR.
Assessment Elements

Assessment Elements

  • non-blocking Practical work on the seminars // Работа на семинарских занятиях
  • non-blocking Written test with multiple choice and open questions // Письменный тест
Interim Assessment

Interim Assessment

  • Interim assessment (4 module)
    0.4 * Practical work on the seminars // Работа на семинарских занятиях + 0.6 * Written test with multiple choice and open questions // Письменный тест
Bibliography

Bibliography

Recommended Core Bibliography

  • Burrows, R. P. (2012). The Market-Driven Supply Chain : A Revolutionary Model for Sales and Operations Planning in the New On-Demand Economy. New York: AMACOM. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=492570

Recommended Additional Bibliography

  • Palmatier, G. E., & Crum, C. (2003). Enterprise Sales and Operations Planning : Synchronizing Demand, Supply and Resources for Peak Performance. Boca Raton, Fla: J. Ross Publishing. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=103657
  • Sheldon, D. H., & APICS——The Educational Society for Resource Management. (2006). World Class Sales & Operations Planning : A Guide to Successful Implementation and Robust Execution. Ft. Lauderdale, FL: J. Ross Publishing. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=202377