Sales Forecasting A New Approach
Thomas F. Wallace and Robert A. Stahl
184 pp, 2002, Stock # 03838
A companion book to Sales and Operations Planning, this book
represents a new-some may say radical-approach to forecasting. The
authors explain how forecasting less, not more, can yield better
customer service and more inventory turns. They emphasize that
teamwork, good communications, and clear accountabilities are more
important than complex statistical forecasting models. They
demonstrate how forecasting is a process and as such can be improved
using standard techniques for process improvement. This book supports
the belief that it's more beneficial to pursue process improvement
than to focus narrowly on forecast accuracy. Also available as part of
a discounted series. This is a primary reference for the Master
Planning of Resources module of the CPIM program.
Rabu, 13 Agustus 2008
Rapat Virtual dan Cara Kerja Modern
kutipan dari MSY di yahoo groups
Rapat Virtual dan Cara Kerja Modern
Rabu, 23 Juli 2008 | 01:48 WIB
"Sarana teknologi ini ('video-conferencing' dan rapat
'online') akan mengubah cara berpikir perusahaan terhadap
perjalanan dan kerja dalam jangka panjang." Claire Schooley, analis
pada Forrester Research, NYT, 22/7).
Semula, ada kemacetan yang semakin tidak tertahankan di kota-kota
besar. Situasi ini lalu melahirkan ide agar karyawan tak selalu harus
ke kantor. Manajemen perusahaan dihadapkan pada dilema, mendapatkan
karyawan produktif dengan mengorbankan kehadiran di kantor, atau tetap
mengharuskan karyawan hadir di kantor dengan kehilangan sebagian
(mungkin juga sebagian besar) waktu dan produktivitasnya.
Ketika kemacetan total di kota besar, seperti Jakarta, diperkirakan
datang lebih awal—bukan lagi tahun 2014, melainkan tahun 2011, atau
2012, bayangan akan "hidup tua di jalanan" semakin melahirkan rasa tak
nyaman, khususnya bagi karyawan yang tiap hari harus ke kantor.
Namun, pada sisi lain, konsep tidak harus di kantor—lepas dari sifat
pekerjaan seorang karyawan kreatif atau tidak—masih menjadi bahan
perdebatan di kalangan manajemen. Tampaknya, alam pikir tradisional
masih mendominasi dalam wacana ini. Namun, waktu mungkin akan mengubah
persepsi tersebut.
Harus diakui bahwa momentum bagi pendekatan baru dalam cara orang
bekerja ini bertambah lagi dengan munculnya perkembangan baru, yakni
makin mahalnya harga bahan bakar dan—sebelumnya—diperolehnya teknologi
yang memungkinkan orang bekerja dari jauh (luar kantor). Bahkan, makin
luasnya penggunaan internet membuat orang bisa bekerja dari titik mana
pun di dunia. Itu sebabnya istilah www yang semula hanya berarti world
wide web kini juga berarti world wide workplace, atau "tempat kerja di
mana pun di dunia".
Rapat virtual
Di harian The New York Times, Selasa (22/7), Steve Lohr menulis
feature tentang makin banyaknya perusahaan mengadakan rapat virtual
karena biaya perjalanan semakin mahal.
Peserta rapat semacam itu, seperti dituturkan oleh karyawan Accenture
Jill Smart, semula merasa ragu, tapi setelah hadir di ruangan yang
dilengkapi dengan fasilitas konferensi video—atau juga dinamai
telepresence—dan merasakan sendiri suasana demikian nyata, ia dalam
tempo 10 menit lupa bahwa ia tidak bersama-sama dengan mitra
konferensi dalam ruangan itu. Maklum saja, Nona Smart ada di Chicago
dan mitra konferensinya ada di London.
Accenture kini telah memasang 13 ruang konferensi video di
kantor-kantornya di seluruh dunia dan berencana menambah 22 ruang lagi
sebelum akhir tahun ini.
Cara rapat virtual ditempuh guna menghindari 240 perjalanan
internasional dan 120 perjalanan domestik yang harus dilakukan oleh
stafnya dalam bulan Mei saja. Langkah itu diyakini dalam setahun bisa
menghasilkan penghematan jutaan dollar. Tetapi yang juga diperoleh
adalah staf terbebas dari kehilangan jam kerja produktif, yang memang
akan hilang kalau mereka harus menempuh perjalanan jauh yang melelahkan.
Jadi, dengan semakin meningkatnya biaya perjalanan dan hal itu juga
membuat maskapai penerbangan mengurangi layanan, perusahaan—besar dan
kecil—mengkaji kembali rapat tatap muka (face-to-face meeting), juga
perjalanan bisnis.
Tentu saja langkah ini harus ditopang oleh pendukung yang tidak lain
adalah teknologi yang kini sudah mencapai titik di mana ia praktis
(atau tidak sulit digunakan), harganya terjangkau, dan lebih produktif
guna memindahkan bit-bit digital daripada badan.
Diperkirakan, arah baru ini lebih dari sekadar reaksi atas
meningkatnya biaya perjalanan dan pelemahan ekonomi.
Pada masa lalu juga sudah ada ramalan bahwa teknologi bisa
menggantikan perjalanan. Namun, dulu hal itu dinilai prematur. Kini,
teknologi disebut telah bisa membuktikan janjinya. Adanya investasi
besar pada jaringan telekomunikasi, perangkat lunak, dan peningkatan
pengolahan komputer mendukung munculnya kemajuan yang ada.
Kini, pilihan yang ada sudah banyak, mulai dari sistem telepresence
yang mahal seperti dibuat oleh Cisco dan HP hingga teknologi
kolaborasi yang dikenal sebagai web conferencing, online document
sharing, wikis, dan teleponi internet.
Tidak heran kalau kemajuan teknologi ini semakin luas dimanfaatkan
oleh perusahaan besar dan kecil. Rapat via internet kini semakin
banyak digunakan untuk pelatihan dan presentasi penjualan. Dengan
penggunaan cara kerja baru ini, perusahaan ada yang bisa menghemat
sampai 60 persen, dan waktu rata-rata untuk menuntaskan penjualan baru
dipangkas sampai 30 persen.
Perkembangan ini memang menyisakan pertanyaan, apakah dengan tren baru
ini lalu rapat tatap muka akan ketinggalan zaman? Atau apakah sudah
tidak akan ada lagi karyawan yang bekerja dengan menyusuri jalan raya?
Ternyata, yang ditekankan di sini adalah bahwa perkembangan situasi
dan kemajuan teknologi digital hanya sebagai cara untuk membuat
perjalanan kerja lebih selektif dan lebih produktif.
Perubahan nyata
Tren perubahan cara kerja yang ditopang oleh kemajuan teknologi ini
memang kini dirasakan oleh karyawan di pelbagai perusahaan. Misalnya
saja, Michael Littlejohn dari IBM. Dua tahun lalu ia menghabiskan
waktu 13 sampai 15 hari dalam sebulan di jalan. Kini, ia hanya perlu 8
sampai 10 hari dalam sebulan untuk perjalanan dinas. Namun, tidak
berarti waktu untuk melayani klien berkurang. Untuk memahami masalah
klien, atau untuk menuntaskan penjualan, ia masih merasa harus
bertatap muka.
Lebih efektifnya cara kerja baru ini juga dituturkan oleh Darryl
Draper dari Bagian Pelatihan Pelanggan di Subaru of America. Dulu,
dalam enam bulan ia hanya bisa menjangkau sekitar 220 orang dengan
biaya 300 dollar AS per orang. Kini, setelah semua dilakukan melalui
internet, selain ia tidak sering bepergian, ia justru bisa menjangkau
2.500 orang setiap enam bulan dan hanya dengan biaya 75 sen dollar AS
per orang.
Tentu, setiap pemanfaatan teknologi ada biaya investasi. Tetapi,
dibandingkan dengan biaya operasi yang tidak menentu mengikuti
naik-turun harga minyak, investasi di bidang ini lebih bisa dipastikan.
Sekali lagi, videoconferencing maupun rapat online bukan substitusi
sempurna bagi datang ke kantor dan rapat tatap muka, di mana orang
bicara satu dengan yang lain. Dengan telepresence orang tidak belajar
mengenai budaya lain. Nona Smart menegaskan, "Anda mendapatkan banyak
hal dengan berada di sana, saat sarapan atau santap malam, membangun
hubungan (dengan) bertatap muka."
Sekali lagi, cara kerja modern bukan untuk menggantikan seluruhnya
rapat atau bertemu langsung. Ini hanya cara bijaksana mengeluarkan
biaya pada masa apa-apa serba mahal.
Sumber:
Kompas.com
Rapat Virtual dan Cara Kerja Modern
Rabu, 23 Juli 2008 | 01:48 WIB
"Sarana teknologi ini ('video-conferencing' dan rapat
'online') akan mengubah cara berpikir perusahaan terhadap
perjalanan dan kerja dalam jangka panjang." Claire Schooley, analis
pada Forrester Research, NYT, 22/7).
Semula, ada kemacetan yang semakin tidak tertahankan di kota-kota
besar. Situasi ini lalu melahirkan ide agar karyawan tak selalu harus
ke kantor. Manajemen perusahaan dihadapkan pada dilema, mendapatkan
karyawan produktif dengan mengorbankan kehadiran di kantor, atau tetap
mengharuskan karyawan hadir di kantor dengan kehilangan sebagian
(mungkin juga sebagian besar) waktu dan produktivitasnya.
Ketika kemacetan total di kota besar, seperti Jakarta, diperkirakan
datang lebih awal—bukan lagi tahun 2014, melainkan tahun 2011, atau
2012, bayangan akan "hidup tua di jalanan" semakin melahirkan rasa tak
nyaman, khususnya bagi karyawan yang tiap hari harus ke kantor.
Namun, pada sisi lain, konsep tidak harus di kantor—lepas dari sifat
pekerjaan seorang karyawan kreatif atau tidak—masih menjadi bahan
perdebatan di kalangan manajemen. Tampaknya, alam pikir tradisional
masih mendominasi dalam wacana ini. Namun, waktu mungkin akan mengubah
persepsi tersebut.
Harus diakui bahwa momentum bagi pendekatan baru dalam cara orang
bekerja ini bertambah lagi dengan munculnya perkembangan baru, yakni
makin mahalnya harga bahan bakar dan—sebelumnya—diperolehnya teknologi
yang memungkinkan orang bekerja dari jauh (luar kantor). Bahkan, makin
luasnya penggunaan internet membuat orang bisa bekerja dari titik mana
pun di dunia. Itu sebabnya istilah www yang semula hanya berarti world
wide web kini juga berarti world wide workplace, atau "tempat kerja di
mana pun di dunia".
Rapat virtual
Di harian The New York Times, Selasa (22/7), Steve Lohr menulis
feature tentang makin banyaknya perusahaan mengadakan rapat virtual
karena biaya perjalanan semakin mahal.
Peserta rapat semacam itu, seperti dituturkan oleh karyawan Accenture
Jill Smart, semula merasa ragu, tapi setelah hadir di ruangan yang
dilengkapi dengan fasilitas konferensi video—atau juga dinamai
telepresence—dan merasakan sendiri suasana demikian nyata, ia dalam
tempo 10 menit lupa bahwa ia tidak bersama-sama dengan mitra
konferensi dalam ruangan itu. Maklum saja, Nona Smart ada di Chicago
dan mitra konferensinya ada di London.
Accenture kini telah memasang 13 ruang konferensi video di
kantor-kantornya di seluruh dunia dan berencana menambah 22 ruang lagi
sebelum akhir tahun ini.
Cara rapat virtual ditempuh guna menghindari 240 perjalanan
internasional dan 120 perjalanan domestik yang harus dilakukan oleh
stafnya dalam bulan Mei saja. Langkah itu diyakini dalam setahun bisa
menghasilkan penghematan jutaan dollar. Tetapi yang juga diperoleh
adalah staf terbebas dari kehilangan jam kerja produktif, yang memang
akan hilang kalau mereka harus menempuh perjalanan jauh yang melelahkan.
Jadi, dengan semakin meningkatnya biaya perjalanan dan hal itu juga
membuat maskapai penerbangan mengurangi layanan, perusahaan—besar dan
kecil—mengkaji kembali rapat tatap muka (face-to-face meeting), juga
perjalanan bisnis.
Tentu saja langkah ini harus ditopang oleh pendukung yang tidak lain
adalah teknologi yang kini sudah mencapai titik di mana ia praktis
(atau tidak sulit digunakan), harganya terjangkau, dan lebih produktif
guna memindahkan bit-bit digital daripada badan.
Diperkirakan, arah baru ini lebih dari sekadar reaksi atas
meningkatnya biaya perjalanan dan pelemahan ekonomi.
Pada masa lalu juga sudah ada ramalan bahwa teknologi bisa
menggantikan perjalanan. Namun, dulu hal itu dinilai prematur. Kini,
teknologi disebut telah bisa membuktikan janjinya. Adanya investasi
besar pada jaringan telekomunikasi, perangkat lunak, dan peningkatan
pengolahan komputer mendukung munculnya kemajuan yang ada.
Kini, pilihan yang ada sudah banyak, mulai dari sistem telepresence
yang mahal seperti dibuat oleh Cisco dan HP hingga teknologi
kolaborasi yang dikenal sebagai web conferencing, online document
sharing, wikis, dan teleponi internet.
Tidak heran kalau kemajuan teknologi ini semakin luas dimanfaatkan
oleh perusahaan besar dan kecil. Rapat via internet kini semakin
banyak digunakan untuk pelatihan dan presentasi penjualan. Dengan
penggunaan cara kerja baru ini, perusahaan ada yang bisa menghemat
sampai 60 persen, dan waktu rata-rata untuk menuntaskan penjualan baru
dipangkas sampai 30 persen.
Perkembangan ini memang menyisakan pertanyaan, apakah dengan tren baru
ini lalu rapat tatap muka akan ketinggalan zaman? Atau apakah sudah
tidak akan ada lagi karyawan yang bekerja dengan menyusuri jalan raya?
Ternyata, yang ditekankan di sini adalah bahwa perkembangan situasi
dan kemajuan teknologi digital hanya sebagai cara untuk membuat
perjalanan kerja lebih selektif dan lebih produktif.
Perubahan nyata
Tren perubahan cara kerja yang ditopang oleh kemajuan teknologi ini
memang kini dirasakan oleh karyawan di pelbagai perusahaan. Misalnya
saja, Michael Littlejohn dari IBM. Dua tahun lalu ia menghabiskan
waktu 13 sampai 15 hari dalam sebulan di jalan. Kini, ia hanya perlu 8
sampai 10 hari dalam sebulan untuk perjalanan dinas. Namun, tidak
berarti waktu untuk melayani klien berkurang. Untuk memahami masalah
klien, atau untuk menuntaskan penjualan, ia masih merasa harus
bertatap muka.
Lebih efektifnya cara kerja baru ini juga dituturkan oleh Darryl
Draper dari Bagian Pelatihan Pelanggan di Subaru of America. Dulu,
dalam enam bulan ia hanya bisa menjangkau sekitar 220 orang dengan
biaya 300 dollar AS per orang. Kini, setelah semua dilakukan melalui
internet, selain ia tidak sering bepergian, ia justru bisa menjangkau
2.500 orang setiap enam bulan dan hanya dengan biaya 75 sen dollar AS
per orang.
Tentu, setiap pemanfaatan teknologi ada biaya investasi. Tetapi,
dibandingkan dengan biaya operasi yang tidak menentu mengikuti
naik-turun harga minyak, investasi di bidang ini lebih bisa dipastikan.
Sekali lagi, videoconferencing maupun rapat online bukan substitusi
sempurna bagi datang ke kantor dan rapat tatap muka, di mana orang
bicara satu dengan yang lain. Dengan telepresence orang tidak belajar
mengenai budaya lain. Nona Smart menegaskan, "Anda mendapatkan banyak
hal dengan berada di sana, saat sarapan atau santap malam, membangun
hubungan (dengan) bertatap muka."
Sekali lagi, cara kerja modern bukan untuk menggantikan seluruhnya
rapat atau bertemu langsung. Ini hanya cara bijaksana mengeluarkan
biaya pada masa apa-apa serba mahal.
Sumber:
Kompas.com
Rekayasa Ulang Perusahaan (Reengineering The Corporation)
Rekayasa Ulang Perusahaan (Reengineering The Corporation)
(lanjutan}
Kadang-kadang, efisiensi suatu bagian perusahaan membebani biaya efisiensi
perusahaan secara keseluruhan. Sebuah pesawat milik perusahaan penerbangan
besar Amerika suatu sore terpaksa mendarat di bandara A untuk suatu
perbaikan, tetapi mekanik terdekat yang memenuhi syarat untuk melakukan
perbaikan itu bekerja di bandara B. Manajer bandara B menolak mengirim
ahli
mekaniknya ke bandara A sore itu karena setelah menyelesaikan perbaikan
mekanik tersebut harus menginap di hotel, dan biaya hotel mestinya
masuk ke
anggaran B. jadi, mekanik baru dikirm ke bandara A esok paginya, sehingga
memungkinkannya memperbaiki pesawat dan kemudian kembali lagi pada
hari yang
sama. Pesawat seharga berjuta-juta dolar diam menganggur, dan perusahaan
kehilangan beratus-ratus dari ribuan dolar penghasilannya, tetapi
manajer B
tidak terkena rekening biaya hotel $100. Manajer B tidaklah bodoh, tidak
pula ceroboh. Dia melakukan dengan tepat apa yang seharusnya dilakukannya:
mengontrol dan meminimalkan pengeluarannya.
Pekerjaan yang membutuhkan kerja sama dan koordinasi dari beberapa
departemen yang berbeda dalam sebuah perusahaan sering menjadi sumber
masalah. Ketika para pengecer mengembalikan barang-barang yang tak terjual
sebagai piutang kepada sebuah perusahaan penghasil produk konsumsi
terkenal,
tiga belas departemen ikut terlibat. Bagian penerima menerima barang,
gudang menerimanya untuk disimpan, manajemen persediaan memperbarui
catatannya untuk mencatat penerimaan itu, bagian-bagian promosi menentukan
berapa harga barang-barang yang terjual, akuntan penjualan menyesuaikan
komisi, akuntan umum memperbarui catatan keuangan, dan seterusnya. Namun
tak ada satu pun departemen yang secara khusus bertugas menangani
pengembalian tersebut. Bagi masing-masing departemen yang terlibat,
pengembalian merupakan gangguan yang berprioritas rendah. Tidak
mengherankan kesalahan-kesalahan sering terjadi. Barangbarang pengembalian
akhirnya "hilang" di gudang. Perusahaan membayar komisi untuk
barang-barang
yang tak terjual. Lebih buruk lagi, pengecer-pengecer tidak mendapatkan
piutang yang mereka harapkan, dan mereka menjadi marah, sehingga secara
efektif menggagalkan semua usaha penjualan dan pemasaran.
Pengecer-pengecer yang kecewa enggan mempromosikan produk-produk baru
perusahaan itu. Mereka juga menunda membayar rekening mereka, dan sering
hanya membayar apa yang mereka anggap hutang setelah memotong biaya
pengembalian. Ini menyebabkan departemen piutang dagang menjadi kacau,
karena para pelanggan menemukan ketidaksesuaian faktur perusahaan.
Akhirnya, perusahaan menjadi gampang menyerah, tidak mampu melacak apa
yang
sebenarnya terjadi. Perkiraan biaya-biaya dan rugi tahunannya dari
pengembalian barang dan masalah-masalah yang ditimbulkannya saja mencapai
sembilan angka. Dari waktu ke waktu, manajemen perusahaan telah berusaha
memperketat proses pengembalian yang bertele-tele ini, namun ini tidak
akan
membuat departemen-departemen bekerja dengan baik, lebih cepat daripada
tumbuhnya masalah-masalah baru lainnya.
Bahkan jika pekerjaan yang dilakukan kemungkinan mempunyai dampak
besar pada
jalur bawah, perusahaan-perusahaan sering tidak mempunyai seorang yang
bertanggung jawab. Sebagai bagian dari proses perijinan pemerintah untuk
obat-obatan bari yang dijual bebas misalnya sebuah perusahaan farmasi
membutuhkan hasil studi lapangan pada tiga puluh orang pasien yang selama
seminggu mengkonsumsinya. Untuk memperoleh informasi ini, membutuhkan
waktu
dua tahun. Ilmuwan perusahaan perusahaan menghabiskan ernpat bula untuk
merencanakan studi tersebut dan menentukan jenis data yang harus
dikumpulkan.
Sebenarnya untuk perancangan studi hanya rnembutuhkan dua minggu, tetapi
untuk mendapatkan ilmuwan-ilmuwan lain gura memeriksa ulang itu
membutuhkan
empat belas minggu. Kemudian, seorangg dokter menghabiskan dua bulan dalam
menjadwal dan memimnpin wawancara untuk merekrut dokter-dokter lain
yang akan
rnengidentifikasi pasien-pasien yang tepat dan yang benar-benar akan
menangani obat percobaan tersebut. Meminta ijin rumah sakit yang terlibat
membutuhkan sebulan, sebagian besar habis untuk menunggu jawaban. Para
dokter yang melaksanakan penelitian selama serninggu tersebut dibayar di
muka, jadi mereka tidak mempunyai insentif untuk mempercepat tugas mereka.
Mengumpulkan catatan-catatan yang dibuat oleh dokter-dokter tersebut
memerlukan waktu dua bulan. Kemudian, pelaksana studi mengirim
catatan-catatan sebagai masukan data, di mana kesalahan yang ditemukan
mencapai sekitar 90%-nya. Kemudian mereka dikembalikan lagi pada perancang
protokol, yang mengirirnkan data tersebut ke pelaksana studi, yang
mengembalikan mereka ke dokter, yang mencoba memperbaiki
kesalahan-kesalahan
tersebut. Sebagai hasil dari proses studi lapangan itu sendiri (bukan
proses perizinan pemerintah), perusahaan tersebut kehilangan laba selama
hampir dua tahun, jutaan dolar dari nilai obat ini, seperti juga pada
produk-produk lainnya. Masih saja sampai sekarang, tak seorang pun pada
perusahaan itu yang mempunyai tanggung jawab penuh dalam pelaksanaan
studi~studi lapangan.
Sumber : Rekayasa Ulang Perusahaan (Reengineering The Corporation)
Michael Hammer & James Champy
(lanjutan}
Kadang-kadang, efisiensi suatu bagian perusahaan membebani biaya efisiensi
perusahaan secara keseluruhan. Sebuah pesawat milik perusahaan penerbangan
besar Amerika suatu sore terpaksa mendarat di bandara A untuk suatu
perbaikan, tetapi mekanik terdekat yang memenuhi syarat untuk melakukan
perbaikan itu bekerja di bandara B. Manajer bandara B menolak mengirim
ahli
mekaniknya ke bandara A sore itu karena setelah menyelesaikan perbaikan
mekanik tersebut harus menginap di hotel, dan biaya hotel mestinya
masuk ke
anggaran B. jadi, mekanik baru dikirm ke bandara A esok paginya, sehingga
memungkinkannya memperbaiki pesawat dan kemudian kembali lagi pada
hari yang
sama. Pesawat seharga berjuta-juta dolar diam menganggur, dan perusahaan
kehilangan beratus-ratus dari ribuan dolar penghasilannya, tetapi
manajer B
tidak terkena rekening biaya hotel $100. Manajer B tidaklah bodoh, tidak
pula ceroboh. Dia melakukan dengan tepat apa yang seharusnya dilakukannya:
mengontrol dan meminimalkan pengeluarannya.
Pekerjaan yang membutuhkan kerja sama dan koordinasi dari beberapa
departemen yang berbeda dalam sebuah perusahaan sering menjadi sumber
masalah. Ketika para pengecer mengembalikan barang-barang yang tak terjual
sebagai piutang kepada sebuah perusahaan penghasil produk konsumsi
terkenal,
tiga belas departemen ikut terlibat. Bagian penerima menerima barang,
gudang menerimanya untuk disimpan, manajemen persediaan memperbarui
catatannya untuk mencatat penerimaan itu, bagian-bagian promosi menentukan
berapa harga barang-barang yang terjual, akuntan penjualan menyesuaikan
komisi, akuntan umum memperbarui catatan keuangan, dan seterusnya. Namun
tak ada satu pun departemen yang secara khusus bertugas menangani
pengembalian tersebut. Bagi masing-masing departemen yang terlibat,
pengembalian merupakan gangguan yang berprioritas rendah. Tidak
mengherankan kesalahan-kesalahan sering terjadi. Barangbarang pengembalian
akhirnya "hilang" di gudang. Perusahaan membayar komisi untuk
barang-barang
yang tak terjual. Lebih buruk lagi, pengecer-pengecer tidak mendapatkan
piutang yang mereka harapkan, dan mereka menjadi marah, sehingga secara
efektif menggagalkan semua usaha penjualan dan pemasaran.
Pengecer-pengecer yang kecewa enggan mempromosikan produk-produk baru
perusahaan itu. Mereka juga menunda membayar rekening mereka, dan sering
hanya membayar apa yang mereka anggap hutang setelah memotong biaya
pengembalian. Ini menyebabkan departemen piutang dagang menjadi kacau,
karena para pelanggan menemukan ketidaksesuaian faktur perusahaan.
Akhirnya, perusahaan menjadi gampang menyerah, tidak mampu melacak apa
yang
sebenarnya terjadi. Perkiraan biaya-biaya dan rugi tahunannya dari
pengembalian barang dan masalah-masalah yang ditimbulkannya saja mencapai
sembilan angka. Dari waktu ke waktu, manajemen perusahaan telah berusaha
memperketat proses pengembalian yang bertele-tele ini, namun ini tidak
akan
membuat departemen-departemen bekerja dengan baik, lebih cepat daripada
tumbuhnya masalah-masalah baru lainnya.
Bahkan jika pekerjaan yang dilakukan kemungkinan mempunyai dampak
besar pada
jalur bawah, perusahaan-perusahaan sering tidak mempunyai seorang yang
bertanggung jawab. Sebagai bagian dari proses perijinan pemerintah untuk
obat-obatan bari yang dijual bebas misalnya sebuah perusahaan farmasi
membutuhkan hasil studi lapangan pada tiga puluh orang pasien yang selama
seminggu mengkonsumsinya. Untuk memperoleh informasi ini, membutuhkan
waktu
dua tahun. Ilmuwan perusahaan perusahaan menghabiskan ernpat bula untuk
merencanakan studi tersebut dan menentukan jenis data yang harus
dikumpulkan.
Sebenarnya untuk perancangan studi hanya rnembutuhkan dua minggu, tetapi
untuk mendapatkan ilmuwan-ilmuwan lain gura memeriksa ulang itu
membutuhkan
empat belas minggu. Kemudian, seorangg dokter menghabiskan dua bulan dalam
menjadwal dan memimnpin wawancara untuk merekrut dokter-dokter lain
yang akan
rnengidentifikasi pasien-pasien yang tepat dan yang benar-benar akan
menangani obat percobaan tersebut. Meminta ijin rumah sakit yang terlibat
membutuhkan sebulan, sebagian besar habis untuk menunggu jawaban. Para
dokter yang melaksanakan penelitian selama serninggu tersebut dibayar di
muka, jadi mereka tidak mempunyai insentif untuk mempercepat tugas mereka.
Mengumpulkan catatan-catatan yang dibuat oleh dokter-dokter tersebut
memerlukan waktu dua bulan. Kemudian, pelaksana studi mengirim
catatan-catatan sebagai masukan data, di mana kesalahan yang ditemukan
mencapai sekitar 90%-nya. Kemudian mereka dikembalikan lagi pada perancang
protokol, yang mengirirnkan data tersebut ke pelaksana studi, yang
mengembalikan mereka ke dokter, yang mencoba memperbaiki
kesalahan-kesalahan
tersebut. Sebagai hasil dari proses studi lapangan itu sendiri (bukan
proses perizinan pemerintah), perusahaan tersebut kehilangan laba selama
hampir dua tahun, jutaan dolar dari nilai obat ini, seperti juga pada
produk-produk lainnya. Masih saja sampai sekarang, tak seorang pun pada
perusahaan itu yang mempunyai tanggung jawab penuh dalam pelaksanaan
studi~studi lapangan.
Sumber : Rekayasa Ulang Perusahaan (Reengineering The Corporation)
Michael Hammer & James Champy
SYLLABUS APICS Certified Supply Chain Professional (CSCP)
SYLLABUS APICS Certified Supply Chain Professional (CSCP)
You will receive 4 modules :
Module 1, Supply Chain Fundamentals
Module 2, Building Competitive Operations, Planning & Logistics
Module 3, Managing Customer and Supplier Relationships
Module 4, Using Information Technology to Enable Supply Chain Management
Module 1, Section A - Overview of Supply Chain Management
Module 1, Section B – Supply Chain Management Strategy
Module 1, Section C - Managing the Supply Chain
Module 1, Section D - Improving the Supply Chain
Module 2, Section A – Demand Planning
Module 2, Section B - Product Design Considerations
Module 2, Section C – Manufacturing Planning & Controlling
Module 2, Section D - Logistics
Module 3, Section A – Relationship Management in SCM
Module 3, Section B – Customer Relationship Management (CRM)
Module 3, Section C – Supplier Relationship Management (SRM)
Module 3, Section D – Integrated Customer/Supplier Relationship Management
Module 4, Section A – Role of Information Technology in the Supply Chain
Module 4, Section B – ERP in Supply Chain Management
Module 4, Section C – Innovative Technologies and Their Uses
Module 4, Section D – Using IT to Enhance Supply Chain Performance
Module 4, Section E - e-business
Source:
http://www.apics.org/
You will receive 4 modules :
Module 1, Supply Chain Fundamentals
Module 2, Building Competitive Operations, Planning & Logistics
Module 3, Managing Customer and Supplier Relationships
Module 4, Using Information Technology to Enable Supply Chain Management
Module 1, Section A - Overview of Supply Chain Management
Module 1, Section B – Supply Chain Management Strategy
Module 1, Section C - Managing the Supply Chain
Module 1, Section D - Improving the Supply Chain
Module 2, Section A – Demand Planning
Module 2, Section B - Product Design Considerations
Module 2, Section C – Manufacturing Planning & Controlling
Module 2, Section D - Logistics
Module 3, Section A – Relationship Management in SCM
Module 3, Section B – Customer Relationship Management (CRM)
Module 3, Section C – Supplier Relationship Management (SRM)
Module 3, Section D – Integrated Customer/Supplier Relationship Management
Module 4, Section A – Role of Information Technology in the Supply Chain
Module 4, Section B – ERP in Supply Chain Management
Module 4, Section C – Innovative Technologies and Their Uses
Module 4, Section D – Using IT to Enhance Supply Chain Performance
Module 4, Section E - e-business
Source:
http://www.apics.org/
Selecting an ERP System
Project ERP is a project with high risk and surely high risk high reward. if implemetation in a success company so the benefit will strongly felt. and so with the possibly of failure it mean the company will loss the benefit of invesment. for that reason the guidlines is needed so we dont traped in wasting money adn rime.
1. Evaluate the business strategy
in the selecrion of ERP system we should surely understand aboutcompany business strategy. don't let it unsupport the bussiness strategy after you bought the system by the excecutive of company to help support the bussiness strategy who have most responsibility of increasing the company.
2. Study the Business Process
The existing business processes di dalam operasional perusahaan harus
dipelajari dan dimengerti dengan baik. Bisa saja terjadi bahwa
business process yang telah ada sangat infleksible sehingga tidak
memungkinkan untuk menggukanan business process yang baru.
Perbanding antara existing business process dengan new ones harus
dilakukan terhadap strategy perusahaan sehingga pengimplementasian
dari business process yang baru mempunyai value added terhadap
perkembangan dan pertumbuhan perusahaan.
3. Evaluate the impact of re-engineering
Jika perusahaan telah memutuskan untuk melakukan re-engineering, yang
berarti melakukan redesign secara keseluruhan, maka dampak yang
terjadi harus diperhitungkan dengan matang dimana kemungkinan2 yang
terjadi bisa dalam bentuk redesign complte business process,
bertambahnya risiko implementasi, deployment yang lebih lama,
configurasi yang lebih kompleks, dll.
4. Favor industry-specific template
Dengan menggunakan system yang mempunyai industry-specific template,
maka kita bisa melakukan deployment dengan lebih simple dan faster.
Akan tetapi drawbacknya adalah berkurangnya flaksibility dalam
mengimplementasikan system tersebut.
5. Obtain input from business user
ERP project bukanlah technology driven project. Oleh sebab itu harus
dimiliki dan dimanaj oleh business users. Berdasarkan survey banyak
kegagalan ERP proyek yang disebabkan oleh cara memandang ERP system
sebagai suatu proyek technology ataupun proyek software sehingga
nilai system yang dihasilkan jauh di bawah nilai investasi yang telah
dikeluarkan.
"I. Imran" wrote:
1. Evaluate the business strategy
in the selecrion of ERP system we should surely understand aboutcompany business strategy. don't let it unsupport the bussiness strategy after you bought the system by the excecutive of company to help support the bussiness strategy who have most responsibility of increasing the company.
2. Study the Business Process
The existing business processes di dalam operasional perusahaan harus
dipelajari dan dimengerti dengan baik. Bisa saja terjadi bahwa
business process yang telah ada sangat infleksible sehingga tidak
memungkinkan untuk menggukanan business process yang baru.
Perbanding antara existing business process dengan new ones harus
dilakukan terhadap strategy perusahaan sehingga pengimplementasian
dari business process yang baru mempunyai value added terhadap
perkembangan dan pertumbuhan perusahaan.
3. Evaluate the impact of re-engineering
Jika perusahaan telah memutuskan untuk melakukan re-engineering, yang
berarti melakukan redesign secara keseluruhan, maka dampak yang
terjadi harus diperhitungkan dengan matang dimana kemungkinan2 yang
terjadi bisa dalam bentuk redesign complte business process,
bertambahnya risiko implementasi, deployment yang lebih lama,
configurasi yang lebih kompleks, dll.
4. Favor industry-specific template
Dengan menggunakan system yang mempunyai industry-specific template,
maka kita bisa melakukan deployment dengan lebih simple dan faster.
Akan tetapi drawbacknya adalah berkurangnya flaksibility dalam
mengimplementasikan system tersebut.
5. Obtain input from business user
ERP project bukanlah technology driven project. Oleh sebab itu harus
dimiliki dan dimanaj oleh business users. Berdasarkan survey banyak
kegagalan ERP proyek yang disebabkan oleh cara memandang ERP system
sebagai suatu proyek technology ataupun proyek software sehingga
nilai system yang dihasilkan jauh di bawah nilai investasi yang telah
dikeluarkan.
"I. Imran"
Why SOP meetings matter
BARRY ELLIOTT
Readers will recall that we started last week with a list of check-up
considerations for your Sales & Operations Planning (S&OP) process,
based on an article by our colleague, Doug Burns. The first seven points
covered items such as scope, level of detail, and inventory strategy. We
continue with the final items, as follows:
8. Who should participate? The general manager leads the S&OP meeting.
Top operations management who are concerned with sales, marketing,
product development, finance, and manufacturing, at a minimum, attend
the meeting and lead the pre-S&OP process.
Sales and marketing participation is critical. If your strategies start
with objectives for supporting demands from your customers, they are an
integral part of determining these strategies and, therefore, their
input is an integral part of the regular review process that updates
those strategies as well as sales plans.
Product development must provide current information for new product and
major product enhancement projects, especially if time-to-market and
product life cycles are critical.
Finance must provide input on the projected financial impact of changes
to the sales, production, and product development plans.
Manufacturing must accept the responsibility to meet the proposed
production plan. Consistency in achieving the plan requires effective
material and capacity planning and control processes to be in place.
9. Get S&OP going: How effective are your sales and operations planning
processes? The initial reaction we frequently get from top operating
management is, "We already do most of what you are calling S&OP." If you
evaluated what you "already do", would you find a great deal of
informality and/or limited and poorly integrated facts on which to base
inventory and capacity decisions? That's what we typically find if a
well-designed formal S&OP process isn't in use.
It will take three to six months to implement a formal S&OP process. It
can take longer waiting until "all" of the data and reports are
available before getting started. Don't wait; the first meeting should
be a brainstorming session. Issues that are typically discussed include:
- It seems too complicated. Why do we need to do this?
- Isn't it just another meeting?
- Do we understand S&OP?
- What data are needed?
- How long it will take to prepare the data?
- Who is going to do it?
- What are the pre-S&OP steps?
- Whose meeting is it?
- Who sets the agenda?
- Who should be in the meetings?
- What happens if we miss the meeting?
- How often should we do S&OP?
Continue to build on the process through a candid critique after each
meeting. Focus on future issues that can be solved. Participants must
come prepared, having taken action on open issues from previous S&OP
meetings, and be readily accountable for any additional action items in
their areas of responsibility. Be proactive to improve the process.
10. Symptoms of S&OP faltering: Companies that are doing S&OP
effectively will tell you they couldn't go back to the "old way". They
have found that S&OP is a team builder for management because it has
them consistently focused on anticipating and solving problems before
they become crises. Typically, this doesn't happen without overcoming a
number of stumbling blocks.
The following are serious symptoms of S&OP faltering:
- Anyone criticising it as a "pick-on-us" meeting (finger pointing).
- The general manager or other key managers are consistently absent (not
a key management process).
- Meeting time is spent discussing poor performance leaving little, if
any, time for future plans and issues (poor meeting management).
- Heated exchanges occur across departmental boundaries (silos and
personality conflicts).
- The data are found to be consistently in error or unavailable (poor
systems).
In Orchestrating Success, Richard C. Ling and Walter E. Goddard observe:
"Whenever we have an opportunity to sit in on a Sales & Operations
Planning meeting, we can quickly judge its effectiveness; it is always
very apparent, as well as impressive, when a group of individuals works
as a confident team. Three ingredients generate such meetings: timely
and accurate data, the right attitude, and a correct understanding of
the process."
We see two types of top management approaches in our experience, those
who view proactive inventory and capacity strategy development and
management as key management tasks and regularly address them. These
management teams invariably have effective S&OP processes in place and
in use. We see others where top management reacts from crisis to crisis.
These companies rarely have adequate S&OP mechanisms.
Weekly Link is co-ordinated by Barry Elliott and Chris Catto-Smith CMC
of the Institute of Management Consultants Thailand. It is intended to
be an interactive forum for industry professionals
Readers will recall that we started last week with a list of check-up
considerations for your Sales & Operations Planning (S&OP) process,
based on an article by our colleague, Doug Burns. The first seven points
covered items such as scope, level of detail, and inventory strategy. We
continue with the final items, as follows:
8. Who should participate? The general manager leads the S&OP meeting.
Top operations management who are concerned with sales, marketing,
product development, finance, and manufacturing, at a minimum, attend
the meeting and lead the pre-S&OP process.
Sales and marketing participation is critical. If your strategies start
with objectives for supporting demands from your customers, they are an
integral part of determining these strategies and, therefore, their
input is an integral part of the regular review process that updates
those strategies as well as sales plans.
Product development must provide current information for new product and
major product enhancement projects, especially if time-to-market and
product life cycles are critical.
Finance must provide input on the projected financial impact of changes
to the sales, production, and product development plans.
Manufacturing must accept the responsibility to meet the proposed
production plan. Consistency in achieving the plan requires effective
material and capacity planning and control processes to be in place.
9. Get S&OP going: How effective are your sales and operations planning
processes? The initial reaction we frequently get from top operating
management is, "We already do most of what you are calling S&OP." If you
evaluated what you "already do", would you find a great deal of
informality and/or limited and poorly integrated facts on which to base
inventory and capacity decisions? That's what we typically find if a
well-designed formal S&OP process isn't in use.
It will take three to six months to implement a formal S&OP process. It
can take longer waiting until "all" of the data and reports are
available before getting started. Don't wait; the first meeting should
be a brainstorming session. Issues that are typically discussed include:
- It seems too complicated. Why do we need to do this?
- Isn't it just another meeting?
- Do we understand S&OP?
- What data are needed?
- How long it will take to prepare the data?
- Who is going to do it?
- What are the pre-S&OP steps?
- Whose meeting is it?
- Who sets the agenda?
- Who should be in the meetings?
- What happens if we miss the meeting?
- How often should we do S&OP?
Continue to build on the process through a candid critique after each
meeting. Focus on future issues that can be solved. Participants must
come prepared, having taken action on open issues from previous S&OP
meetings, and be readily accountable for any additional action items in
their areas of responsibility. Be proactive to improve the process.
10. Symptoms of S&OP faltering: Companies that are doing S&OP
effectively will tell you they couldn't go back to the "old way". They
have found that S&OP is a team builder for management because it has
them consistently focused on anticipating and solving problems before
they become crises. Typically, this doesn't happen without overcoming a
number of stumbling blocks.
The following are serious symptoms of S&OP faltering:
- Anyone criticising it as a "pick-on-us" meeting (finger pointing).
- The general manager or other key managers are consistently absent (not
a key management process).
- Meeting time is spent discussing poor performance leaving little, if
any, time for future plans and issues (poor meeting management).
- Heated exchanges occur across departmental boundaries (silos and
personality conflicts).
- The data are found to be consistently in error or unavailable (poor
systems).
In Orchestrating Success, Richard C. Ling and Walter E. Goddard observe:
"Whenever we have an opportunity to sit in on a Sales & Operations
Planning meeting, we can quickly judge its effectiveness; it is always
very apparent, as well as impressive, when a group of individuals works
as a confident team. Three ingredients generate such meetings: timely
and accurate data, the right attitude, and a correct understanding of
the process."
We see two types of top management approaches in our experience, those
who view proactive inventory and capacity strategy development and
management as key management tasks and regularly address them. These
management teams invariably have effective S&OP processes in place and
in use. We see others where top management reacts from crisis to crisis.
These companies rarely have adequate S&OP mechanisms.
Weekly Link is co-ordinated by Barry Elliott and Chris Catto-Smith CMC
of the Institute of Management Consultants Thailand. It is intended to
be an interactive forum for industry professionals
Selasa, 12 Agustus 2008
IPOMS-APICS Learn ERP via CPIM
BSCM - Basics of Supply Chain Management (Module 1)
This module covers basic concepts in managing the complete flow of
materials in a supply chain from suppliers to customers. The Basics
module introduces supply chain concepts and emphasizes basic
terminology, but it also covers relationships among activities in the
supply chain. Knowledge of the material in this module is assumed as a
prerequisite for the other CPIM modules, which cover similar topics
but in much greater depth.
Four main topics have been used to organize the domain of Basics of
Supply Chain Management. The relative importance of a topic is not
necessarily reflected by its level in the outline. The relative
importance of these topics will vary among industries, but for study
purposes the percentage figures given below can be used as guidelines.
I Businesswide Concepts
II Demand Planning
III Transformation of Demand into Supply
IV Supply
MPR - Master Planning of Resources (Module 2)
This module examines both supply and demand planning for mid- to
long-term independent demand. Major topics include demand management,
sales and operations planning, and maser scheduling. Both priority
planning and capacity planning issues are addressed.
Demand Management is the function of recognizing all demands for goods
and services to support the marketplace. It includes forecasting,
order servicing and customer relationship management, and distribution
planning Sales and Operations Planning is a process that brings
together all the plans for the business (e.g., sales, marketing,
product development, manufacturing, sourcing, finance). The result is
an integrated set of plans by product family.
Master Scheduling is the process of generating, reviewing, and
updating the master production schedule to keep it consistent with the
production plan.
I Demand Management
II Sales and Operations Planning
III Master Scheduling
DSP - Detailed Scheduling and Planning (Module 3)
The subject matter of Detailed Scheduling and Planning includes
inventory management, material requirements planning, capacity
requirements planning, and procurement and supplier planning.
Detailed Scheduling and Planning translates product-level plans and
schedules generated at the master planning level into requirements
that can be procured or produced. This process supports the strategies
and objectives established by the company, as constrained by lead
time, cost, equipment, personnel, or other constraints. The subject
matter therefore encompasses anything required to bridge the master
planning area with the execution and control area of the CPIM body of
knowledge. Relevant strategy-level implications are also considered.
I Planning Material Requirements to Support the Master Schedule
II Planning Operations to Support the Priority Plan
III Planning Procurement and External Sources of Supply
ECO - Execution and Control of Operations (Module 4)
Execution and Control of Operations encompasses the principles,
approaches, and techniques needed to schedule, control, measure, and
evaluate the effectiveness of production operations. This
certification module addresses a broad base of production operations
including project, batch, line, continuous, and remanufacturing
environments. It provides feedback about how well plans are being
executed and provides information for customers and suppliers about
the status of work in process (WIP). The importance and emphasis of
the principles, approaches and techniques addressed are relative to
the production environment, the labor environment, and the physical
organization of the plant, brought about through effective people
management and leadership.
I Prioritizing and Sequencing Work to be Performed
II Executing the Plans, Implementing Physical Controls, and Reporting
Results of Activities Performed
III Evaluating Performance and Providing Feedback
SMR - Strategic Management of Resources (Module 5)
The subject matter in the Strategic Management of Resources module
includes higher-level thinking on strategic planning and
implementation. This requires an understanding of how market
requirements drive the resources and processes of all organizations.
The strategic management of resources has the potential to
dramatically increase any organization's competitive position.
Operations strategy is the foundation upon which operations planning
and control decisions should be based. Strategic decision-making
significantly affects the organization and often requires widespread
changes. To contribute to this effort, the candidate must understand
how an organization develops its strategic goals, and how it
configures its systems and technologies to address strategic objectives.
This examination focuses on the relationship of existing and emerging
systems and concepts to the strategy and the functions related to
operations planning and control The successful candidate must
understand how Strategic Management of Resources relates to the CPIM
body of knowledge as defined by the other CPIM modules.
This module covers basic concepts in managing the complete flow of
materials in a supply chain from suppliers to customers. The Basics
module introduces supply chain concepts and emphasizes basic
terminology, but it also covers relationships among activities in the
supply chain. Knowledge of the material in this module is assumed as a
prerequisite for the other CPIM modules, which cover similar topics
but in much greater depth.
Four main topics have been used to organize the domain of Basics of
Supply Chain Management. The relative importance of a topic is not
necessarily reflected by its level in the outline. The relative
importance of these topics will vary among industries, but for study
purposes the percentage figures given below can be used as guidelines.
I Businesswide Concepts
II Demand Planning
III Transformation of Demand into Supply
IV Supply
MPR - Master Planning of Resources (Module 2)
This module examines both supply and demand planning for mid- to
long-term independent demand. Major topics include demand management,
sales and operations planning, and maser scheduling. Both priority
planning and capacity planning issues are addressed.
Demand Management is the function of recognizing all demands for goods
and services to support the marketplace. It includes forecasting,
order servicing and customer relationship management, and distribution
planning Sales and Operations Planning is a process that brings
together all the plans for the business (e.g., sales, marketing,
product development, manufacturing, sourcing, finance). The result is
an integrated set of plans by product family.
Master Scheduling is the process of generating, reviewing, and
updating the master production schedule to keep it consistent with the
production plan.
I Demand Management
II Sales and Operations Planning
III Master Scheduling
DSP - Detailed Scheduling and Planning (Module 3)
The subject matter of Detailed Scheduling and Planning includes
inventory management, material requirements planning, capacity
requirements planning, and procurement and supplier planning.
Detailed Scheduling and Planning translates product-level plans and
schedules generated at the master planning level into requirements
that can be procured or produced. This process supports the strategies
and objectives established by the company, as constrained by lead
time, cost, equipment, personnel, or other constraints. The subject
matter therefore encompasses anything required to bridge the master
planning area with the execution and control area of the CPIM body of
knowledge. Relevant strategy-level implications are also considered.
I Planning Material Requirements to Support the Master Schedule
II Planning Operations to Support the Priority Plan
III Planning Procurement and External Sources of Supply
ECO - Execution and Control of Operations (Module 4)
Execution and Control of Operations encompasses the principles,
approaches, and techniques needed to schedule, control, measure, and
evaluate the effectiveness of production operations. This
certification module addresses a broad base of production operations
including project, batch, line, continuous, and remanufacturing
environments. It provides feedback about how well plans are being
executed and provides information for customers and suppliers about
the status of work in process (WIP). The importance and emphasis of
the principles, approaches and techniques addressed are relative to
the production environment, the labor environment, and the physical
organization of the plant, brought about through effective people
management and leadership.
I Prioritizing and Sequencing Work to be Performed
II Executing the Plans, Implementing Physical Controls, and Reporting
Results of Activities Performed
III Evaluating Performance and Providing Feedback
SMR - Strategic Management of Resources (Module 5)
The subject matter in the Strategic Management of Resources module
includes higher-level thinking on strategic planning and
implementation. This requires an understanding of how market
requirements drive the resources and processes of all organizations.
The strategic management of resources has the potential to
dramatically increase any organization's competitive position.
Operations strategy is the foundation upon which operations planning
and control decisions should be based. Strategic decision-making
significantly affects the organization and often requires widespread
changes. To contribute to this effort, the candidate must understand
how an organization develops its strategic goals, and how it
configures its systems and technologies to address strategic objectives.
This examination focuses on the relationship of existing and emerging
systems and concepts to the strategy and the functions related to
operations planning and control The successful candidate must
understand how Strategic Management of Resources relates to the CPIM
body of knowledge as defined by the other CPIM modules.
IPOMS-APICS SAP IDES Controlling and Enterprise Controlling (CO-EC) role
n the Business simulation, one of the players should control the
modules
Controlling (CO) and Enterprise Controlling (EC). Both these IDES
modules strongly involve economics, therefore it would be a benefit
for the player if he knows the basics in this area. Some knowledge in
marketing and sales would also be good. In the simulation the player
will use the Controlling Module for planning, managing and monitoring
overhead costs.
Since overhead costs cannot be assigned directly to cost objects, they
are assigned to the cost centres at which they occurred, or to the
jobs that raised them.
Having these data, which are in the cost centre, the player can, with
the provided tools in IDES, make sure that the data are allocated to
the correct source. The player can for example, at the end of a
posting period — which will also be a posting period in the simulation
— see whether the planned costs
(adjusted to the operating rate) are right compared with the actual
costs. Would this not be the case, the player will have to change the
data for the next coming posting period. The idea with this is that
the player will have to analyze any discrepancies between planned and
actual costs that exceed a predefit ned threshold. The player will
also work with cost controlling, and solve
questions like: Did the company calculate the right price for a
product that is manufactured, or a service that is provided? If the
company did not, what price should be the right in the future? To get
this "right" price the player has been provided with important
information for pricing and pricing policies, controlling the cost of
goods manufactured, stock evaluation, and profitability analysis.
Another major part in the Controller's role is to work with Profit
atability Analysis, which is as the name suggest, analyzing the
company's future profit, what it depends on and what parameters are
the main reason behind it. To be able to do this the player will get
help from a range of on-line, multidimensional reporting tools which
gives him key figures and numbers. Succeeding With this data and with
these queries, the player handling the Controller role will hopefully
have an encouraging and educating assignment. How the player succeeds
and on which basis this should be measured is not very easy, but it
will be calculated with the parameters the player changed during the
simulation session. Hopefully, the player will get
the right data from his companions which will make his job a lot easier.
modules
Controlling (CO) and Enterprise Controlling (EC). Both these IDES
modules strongly involve economics, therefore it would be a benefit
for the player if he knows the basics in this area. Some knowledge in
marketing and sales would also be good. In the simulation the player
will use the Controlling Module for planning, managing and monitoring
overhead costs.
Since overhead costs cannot be assigned directly to cost objects, they
are assigned to the cost centres at which they occurred, or to the
jobs that raised them.
Having these data, which are in the cost centre, the player can, with
the provided tools in IDES, make sure that the data are allocated to
the correct source. The player can for example, at the end of a
posting period — which will also be a posting period in the simulation
— see whether the planned costs
(adjusted to the operating rate) are right compared with the actual
costs. Would this not be the case, the player will have to change the
data for the next coming posting period. The idea with this is that
the player will have to analyze any discrepancies between planned and
actual costs that exceed a predefit ned threshold. The player will
also work with cost controlling, and solve
questions like: Did the company calculate the right price for a
product that is manufactured, or a service that is provided? If the
company did not, what price should be the right in the future? To get
this "right" price the player has been provided with important
information for pricing and pricing policies, controlling the cost of
goods manufactured, stock evaluation, and profitability analysis.
Another major part in the Controller's role is to work with Profit
atability Analysis, which is as the name suggest, analyzing the
company's future profit, what it depends on and what parameters are
the main reason behind it. To be able to do this the player will get
help from a range of on-line, multidimensional reporting tools which
gives him key figures and numbers. Succeeding With this data and with
these queries, the player handling the Controller role will hopefully
have an encouraging and educating assignment. How the player succeeds
and on which basis this should be measured is not very easy, but it
will be calculated with the parameters the player changed during the
simulation session. Hopefully, the player will get
the right data from his companions which will make his job a lot easier.
IPOMS-APICS SAP IDES (Internet Demonstration and Evaluation System)
SAP IDES is a normal R/3 but with lots of DEMO data.
The system that contains several sample companies typifying relevant
business processes. It is simple to use and has a variety of master
and transaction data, and is used for demos, online/classroom
training, and presentations. Potential customers use IDES to trial
and test software via Internet.
SAP IDES – the "Internet Demonstration and Evaluation System" in the
R/3 System, represents a model company. It consists of an
international group with subsidiaries in several countries. IDES
contains application data for various business scenarios that can be
run in the SAP System. The business processes in the IDES system are
designed to reflect real-life business requirements, and have access
to many realistic characteristics. IDES uses easy-to-follow business
scenarios to show you the comprehensive functions of the R/3 System.
The focal point of IDES, however, is not the functionality itself,
but the business processes and their integration.
IDES not only covers the Logistics area, but also Financials, and
Human Resources. It demonstrates how the R/3 System is able to
support practically all types of industries, from discrete
production through to process industries, from engineering-to-order
to repetitive manufacturing. However, IDES is not a sector-oriented
model company.
The individual processes are based on practice-oriented data for
sectors such as Retailing or Banking. The IDES group manufactures
products as diverse as elevators, motorcycles, and paints.
IDES is managed by SAP just as any regular business enterprise. SAP
regularly updates the IDES data (master data, transaction data, and
customizing). IDES also carry out period-end closing and plan with
different time-horizons. Transaction data are generated to ensure
that the information systems in all areas have access to realistic
evaluation data. IDES are constantly implementing new, interesting
business scenarios to highlight the very latest functions available
in the R/3 System. New functions are represented and documented by
IDES scenarios.
Above all, IDES shows you the possibilities of the integrated
applications in the SAP System. IDES cover all aspects of a business
enterprise, including Human Resources, Financial Accounting, Product
Cost Planning, Overhead Management, Profitability Analysis, Planning,
Sales and Distribution, Materials Management, Production, and much,
much more. IDES have also integrated document administration and
third-party CAD systems within the IDES system. This means that you
can call up and display external documents, or access CAD drawings.
IDES shows you how the R/3 System supports production processes, the
supply chain, and the efficient usage of global resources. Or perhaps
you would like to increase your understanding of
just-in-time-production or the integration of the electronic KANBAN
system in an MRP II environment? IDES provides the ideal way to learn
about areas such as Product Cost Controlling, Activity-Based Costing,
or integrated Service Management and Plant Maintenance. How to manage
high inflation is just one of the ever-growing number of IDES
business scenarios that you can choose from.
The system that contains several sample companies typifying relevant
business processes. It is simple to use and has a variety of master
and transaction data, and is used for demos, online/classroom
training, and presentations. Potential customers use IDES to trial
and test software via Internet.
SAP IDES – the "Internet Demonstration and Evaluation System" in the
R/3 System, represents a model company. It consists of an
international group with subsidiaries in several countries. IDES
contains application data for various business scenarios that can be
run in the SAP System. The business processes in the IDES system are
designed to reflect real-life business requirements, and have access
to many realistic characteristics. IDES uses easy-to-follow business
scenarios to show you the comprehensive functions of the R/3 System.
The focal point of IDES, however, is not the functionality itself,
but the business processes and their integration.
IDES not only covers the Logistics area, but also Financials, and
Human Resources. It demonstrates how the R/3 System is able to
support practically all types of industries, from discrete
production through to process industries, from engineering-to-order
to repetitive manufacturing. However, IDES is not a sector-oriented
model company.
The individual processes are based on practice-oriented data for
sectors such as Retailing or Banking. The IDES group manufactures
products as diverse as elevators, motorcycles, and paints.
IDES is managed by SAP just as any regular business enterprise. SAP
regularly updates the IDES data (master data, transaction data, and
customizing). IDES also carry out period-end closing and plan with
different time-horizons. Transaction data are generated to ensure
that the information systems in all areas have access to realistic
evaluation data. IDES are constantly implementing new, interesting
business scenarios to highlight the very latest functions available
in the R/3 System. New functions are represented and documented by
IDES scenarios.
Above all, IDES shows you the possibilities of the integrated
applications in the SAP System. IDES cover all aspects of a business
enterprise, including Human Resources, Financial Accounting, Product
Cost Planning, Overhead Management, Profitability Analysis, Planning,
Sales and Distribution, Materials Management, Production, and much,
much more. IDES have also integrated document administration and
third-party CAD systems within the IDES system. This means that you
can call up and display external documents, or access CAD drawings.
IDES shows you how the R/3 System supports production processes, the
supply chain, and the efficient usage of global resources. Or perhaps
you would like to increase your understanding of
just-in-time-production or the integration of the electronic KANBAN
system in an MRP II environment? IDES provides the ideal way to learn
about areas such as Product Cost Controlling, Activity-Based Costing,
or integrated Service Management and Plant Maintenance. How to manage
high inflation is just one of the ever-growing number of IDES
business scenarios that you can choose from.
APICS Sales and operations planning: (S and OP) management's control leve
BARRY ELLIOTT
'Sales & operations planning (S&OP) is a process that provides
management the ability to strategically direct their businesses to
competitive advantage on a continual basis by integrating customer-
focused marketing plans for new and existing products with the
management of the supply chain," says the APICS Dictionary (8th
Edition). Readers may recall that we prefer to use the term
"integrated business management" for this process, simply because it
is more apt.
More importantly, we are regularly confronted by people who figure
that their management process, whatever the label, is up to scratch.
However, in most cases, we find that it is not. So, how can one tell?
Perhaps a brief diagnostic checklist may help, based on a white paper
by one of our Oliver Wight colleagues, as follows:
1. Your company's operating plan: Check off the individual plans that
are maintained and used in your business:
- Marketing plans: customer-focused for new and existing products;
- Sales plans: forecast of sales (bookings and/or shipments);
- Development plans: new product and major existing product extension
availability;
- Manufacturing plans: production, capacity and inventory;
- Sourcing plans: capacity, material, and product;
- Financial plans: strategic, annual business, budgets.
These are the components of your operating plan. Are they
synchronised; do the numbers tie out across different plans? Are they
reviewed and updated on a regular cycle? These are important roles of
S&OP.
2. S&OP: S&OP isn't an easy task. Sales, marketing, development,
manufacturing, sourcing, and financial planning cycles and plans
reflect their own levels of detail, cycles and measurements. S&OP
processes can be confounded by conflicting objectives, personalities,
and lack of co-operation across departmental boundaries. Key to
overcoming these obstacles, the top manager provides strong
leadership, a vision for the business, and makes that vision happen
via enthusiastic participation in managing based on facts.
3.Level of detail needed: The S&OP planning horizon must be
sufficient to plan for resources as well as support the annual
business planning process. The plans are developed in terms that
reflect both manufacturing product/process families and marketing
groupings. Each family has an appropriate unit of measure that can be
translated into financial terms.
4. Performance data: Typically, a limited but very valuable three
months of historical planning and performance data is made available
for each family. This data is important for validating and
challenging the commitments made when developing a new plan.
5. Sales plan (forecast): This is a demand forecast. In our example,
the data combine booked orders and a forecast of new sales
(shipments) presented in units. Other expressions of data could
include converting them to average selling price, standard cost,
yards, pounds, whatever facilitates communicating customer demand in
a meaningful way to all participants.
Insist on consistency between aggregate and detail forecasts. There
needs to be a mechanism that adds up detailed item sales plans into
their respective families and compares the two sets of data to agree
within tolerance.
6. Inventory plan or backlog package: In an example of a make-to-
stock family of products, the inventory plan is calculated by taking
the starting inventory position and reconciling the sales and
production plans month by month. The S&OP process is used to review
and approve the resultant inventory plan and/or suggest changes.
For a make-to-order family in our example, the backlog plan would be
calculated from the system taking the starting backlog position and
reconciling the sales and production plans month by month. As with
the inventory plan, the S&OP process is used to review and approve
the resultant backlog plan and/or suggest changes.
7. S&OP process steps: S&OP is typically done on a monthly cycle.
There are a series of steps in a pre-S&OP process where participants
use functional meetings to prepare for the S&OP approval meeting.
These meetings involve management who are concerned with finance,
sales, marketing, product development, and manufacturing to review
alternatives and strive for consensus. All significant changes to
existing plans are communicated and reconciled. Sales, product
development, production, and inventory/backlog plans are updated. The
production plan is balanced to support the sales plan. Rough-cut
capacity planning is used to compare required and demonstrated
capacities for each S&OP family.
The S&OP approval meeting culminates the monthly process. An agreed-
upon sales and production plan with resultant inventory and/or
backlog plans for each S&OP family is the principal outcome of the
process.
We will continue with the balance of our S&OP checklist next week.
Weekly Link is co-ordinated by Barry Elliott and Chris Catto-Smith
CMC of the Institute of Management Consultants Thailand. It is
intended to be an interactive forum for industry professionals
'Sales & operations planning (S&OP) is a process that provides
management the ability to strategically direct their businesses to
competitive advantage on a continual basis by integrating customer-
focused marketing plans for new and existing products with the
management of the supply chain," says the APICS Dictionary (8th
Edition). Readers may recall that we prefer to use the term
"integrated business management" for this process, simply because it
is more apt.
More importantly, we are regularly confronted by people who figure
that their management process, whatever the label, is up to scratch.
However, in most cases, we find that it is not. So, how can one tell?
Perhaps a brief diagnostic checklist may help, based on a white paper
by one of our Oliver Wight colleagues, as follows:
1. Your company's operating plan: Check off the individual plans that
are maintained and used in your business:
- Marketing plans: customer-focused for new and existing products;
- Sales plans: forecast of sales (bookings and/or shipments);
- Development plans: new product and major existing product extension
availability;
- Manufacturing plans: production, capacity and inventory;
- Sourcing plans: capacity, material, and product;
- Financial plans: strategic, annual business, budgets.
These are the components of your operating plan. Are they
synchronised; do the numbers tie out across different plans? Are they
reviewed and updated on a regular cycle? These are important roles of
S&OP.
2. S&OP: S&OP isn't an easy task. Sales, marketing, development,
manufacturing, sourcing, and financial planning cycles and plans
reflect their own levels of detail, cycles and measurements. S&OP
processes can be confounded by conflicting objectives, personalities,
and lack of co-operation across departmental boundaries. Key to
overcoming these obstacles, the top manager provides strong
leadership, a vision for the business, and makes that vision happen
via enthusiastic participation in managing based on facts.
3.Level of detail needed: The S&OP planning horizon must be
sufficient to plan for resources as well as support the annual
business planning process. The plans are developed in terms that
reflect both manufacturing product/process families and marketing
groupings. Each family has an appropriate unit of measure that can be
translated into financial terms.
4. Performance data: Typically, a limited but very valuable three
months of historical planning and performance data is made available
for each family. This data is important for validating and
challenging the commitments made when developing a new plan.
5. Sales plan (forecast): This is a demand forecast. In our example,
the data combine booked orders and a forecast of new sales
(shipments) presented in units. Other expressions of data could
include converting them to average selling price, standard cost,
yards, pounds, whatever facilitates communicating customer demand in
a meaningful way to all participants.
Insist on consistency between aggregate and detail forecasts. There
needs to be a mechanism that adds up detailed item sales plans into
their respective families and compares the two sets of data to agree
within tolerance.
6. Inventory plan or backlog package: In an example of a make-to-
stock family of products, the inventory plan is calculated by taking
the starting inventory position and reconciling the sales and
production plans month by month. The S&OP process is used to review
and approve the resultant inventory plan and/or suggest changes.
For a make-to-order family in our example, the backlog plan would be
calculated from the system taking the starting backlog position and
reconciling the sales and production plans month by month. As with
the inventory plan, the S&OP process is used to review and approve
the resultant backlog plan and/or suggest changes.
7. S&OP process steps: S&OP is typically done on a monthly cycle.
There are a series of steps in a pre-S&OP process where participants
use functional meetings to prepare for the S&OP approval meeting.
These meetings involve management who are concerned with finance,
sales, marketing, product development, and manufacturing to review
alternatives and strive for consensus. All significant changes to
existing plans are communicated and reconciled. Sales, product
development, production, and inventory/backlog plans are updated. The
production plan is balanced to support the sales plan. Rough-cut
capacity planning is used to compare required and demonstrated
capacities for each S&OP family.
The S&OP approval meeting culminates the monthly process. An agreed-
upon sales and production plan with resultant inventory and/or
backlog plans for each S&OP family is the principal outcome of the
process.
We will continue with the balance of our S&OP checklist next week.
Weekly Link is co-ordinated by Barry Elliott and Chris Catto-Smith
CMC of the Institute of Management Consultants Thailand. It is
intended to be an interactive forum for industry professionals
IDES Controlling and Enterprise Controlling (CO-EC) role
In the Business simulation, one of the players should control the
modules
Controlling (CO) and Enterprise Controlling (EC). Both these IDES
modules strongly involve economics, therefore it would be a benefit
for the player if he knows the basics in this area. Some knowledge in
marketing and sales would also be good. In the simulation the player
will use
the Controlling Module for planning, managing and monitoring overhead
costs.
Since overhead costs cannot be assigned directly to cost objects, they
are
assigned to the cost centres at which they occurred, or to the jobs that
raised
them.
Having these data, which are in the cost centre, the player can, with
the provided tools in IDES, make sure that the data are allocated to the
correct source. The player can for example, at the end of a posting
period —
which will also be a posting period in the simulation — see whether
the planned costs
(adjusted to the operating rate) are right compared with the actual
costs. Would
this not be the case, the player will have to change the data for the
next coming
posting period. The idea with this is that the player will have to
analyze any
discrepancies between planned and actual costs that exceed a predefit
ned threshold. The player will also work with cost controlling, and
solve
questions like: Did the company calculate the right price for a product
that is
manufactured, or a service that is provided? If the company did not,
what price should be the right in the future? To get this "right" price
the player
has been provided with important information for pricing and pricing
policies, controlling the cost of goods manufactured, stock evaluation,
and profit tability analysis.
Another major part in the Controller's role is to work with Profit
atability Analysis, which is as the name suggest, analyzing the
company's future profit, what it depends on and what parameters are the
main reason behind it. To be able to do this the player will get help
from a
range of on-line, multidimensional reporting tools which gives him key
fit gures
and numbers. Succeeding With this data and with these queries, the
player
handling the Controller role will hopefully have an encouraging and
educating
assignment. How the player succeeds and on which basis this should be
measured is not very easy, but it will be calculated with the parameters
the player changed during the simulation session. Hopefully, the player
will get
the right data from his companions which will make his job a lot easier.
modules
Controlling (CO) and Enterprise Controlling (EC). Both these IDES
modules strongly involve economics, therefore it would be a benefit
for the player if he knows the basics in this area. Some knowledge in
marketing and sales would also be good. In the simulation the player
will use
the Controlling Module for planning, managing and monitoring overhead
costs.
Since overhead costs cannot be assigned directly to cost objects, they
are
assigned to the cost centres at which they occurred, or to the jobs that
raised
them.
Having these data, which are in the cost centre, the player can, with
the provided tools in IDES, make sure that the data are allocated to the
correct source. The player can for example, at the end of a posting
period —
which will also be a posting period in the simulation — see whether
the planned costs
(adjusted to the operating rate) are right compared with the actual
costs. Would
this not be the case, the player will have to change the data for the
next coming
posting period. The idea with this is that the player will have to
analyze any
discrepancies between planned and actual costs that exceed a predefit
ned threshold. The player will also work with cost controlling, and
solve
questions like: Did the company calculate the right price for a product
that is
manufactured, or a service that is provided? If the company did not,
what price should be the right in the future? To get this "right" price
the player
has been provided with important information for pricing and pricing
policies, controlling the cost of goods manufactured, stock evaluation,
and profit tability analysis.
Another major part in the Controller's role is to work with Profit
atability Analysis, which is as the name suggest, analyzing the
company's future profit, what it depends on and what parameters are the
main reason behind it. To be able to do this the player will get help
from a
range of on-line, multidimensional reporting tools which gives him key
fit gures
and numbers. Succeeding With this data and with these queries, the
player
handling the Controller role will hopefully have an encouraging and
educating
assignment. How the player succeeds and on which basis this should be
measured is not very easy, but it will be calculated with the parameters
the player changed during the simulation session. Hopefully, the player
will get
the right data from his companions which will make his job a lot easier.
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