Dissertations / Theses: 'Sales and Operational Planning'

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THOME, ANTONIO MARCIO TAVARES. "SALES AND OPERATIONS PLANNING IMPACT ON MANUFACTURING OPERATIONAL PERFORMANCE." PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2013. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=23836@1.

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PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO COORDENAÇÃO DE APERFEIÇOAMENTO DO PESSOAL DE ENSINO SUPERIOR PROGRAMA DE SUPORTE À PÓS-GRADUAÇÃO DE INSTS. DE ENSINO Esta tese aborda o tema de Planejamento de Vendas e Operações, designado pelo acrônimo inglês de SeOP (Sales and Operations Planning). Trata-se de um campo recente em Gerência de Operações. SeOP é definido como um processo interfuncional e integrado de planejamento tático e como um conjunto coeso de práticas gerenciais que unificam diferentes planos de negócios (vendas, marketing, desenvolvimento de novos produtos, manufatura, compras e finanças) em um conjunto de planos integrados internamente e na cadeia de suprimentos, com a finalidade de criar valor e impacto no desempenho das empresas. Objetiva equilibrar oferta e demanda em nível de produtos e famílias de produtos, com um horizonte de planejamento que coincide com o ciclo de planejamento estratégico dos negócios. A eficiência do processo é medida e avaliada para melhoria continua. Compreende um conjunto coeso de práticas gerenciais, direcionado a incentivar o alinhamento horizontal (entre funções) e vertical (do plano de negócios a operações), na empresa e na cadeia de suprimentos. O objetivo da tese é duplo: proceder a uma revisão sistemática e abrangente da literatura em SeOP; avaliar o impacto dos processos e das práticas de SeOP no desempenho operacional da manufatura. A revisão bibliográfica sobre SeOP foi feita a partir das bases de dados eletrônicas EBSCO, Emerald e SCIENDIRECT. Ao todo 271 resumos e 55 textos completos foram revistos e classificados em um quadro conceitual de referência, que relaciona variáveis contextuais, de entrada (inputs), objetivos, estruturas e processos, resultados intermediários e resultados finais do SeOP. Foi constatada a ausência de sínteses anteriores da literatura sobre o tema e uma grande disparidade de conceitos e modelos de maturidade do SeOP, que impossibilitaram a análise estatística dos resultados publicados (meta-análise). Uma síntese sistematizada da literatura foi apresentada. Notou-se igualmente que existem poucos artigos científicos rigorosos que demonstrem o impacto das práticas de S&OP no desempenho das empresas. Ainda mais raros são os estudos empíricos baseados em teorias de gerência de operações. A verificação empírica do impacto das práticas de SeOP interno e de integração na cadeia de suprimentos com fornecedores e com clientes foi realizada com modelos de equações estruturais e de regressão múltipla passo a passo. A base de dados da Pesquisa Internacional de Estratégia da Manufatura (IMSS-V), reagrupando 725 empresas de 34 países foi utilizada na análise. A formulação dos modelos baseou-se na teoria de contingência estrutural. O efeito do SeOP (medido pelo coeficiente de regressão) no desempenho operacional da manufatura foi positivo e consistente para as dimensões da qualidade, flexibilidade e entregas, situando-se no intervalo entre 0,26 e 0,36. Contatou-se igualmente que a integração com fornecedores e as tecnologias de processo na manufatura são moderadoras do impacto no desempenho em todas as dimensões de desempenho e que a tecnologia de produtos modera o desempenho em termos de qualidade. Conclui-se que há uma necessidade de aprofundar a agenda de pesquisas com estudos empíricos baseados em teorias de gerência de operações na manufatura em diferentes contextos e indústrias, de estender e aprofundar a análise do SeOP na cadeia de suprimento, assim como de conduzir estudos de casos. A principal implicação prática do estudo resulta dos fatores contingenciais do impacto do SeOP no desempenho. A indústria ganharia a conduzir processos e práticas de SeOP de forma concomitante com a integração com fornecedores na cadeia de suprimento e a adoção de tecnologias de processo e de produtos que sejam adequadas ao ambiente no qual atua. Sales and Operations Planning (SandOP) is a new and growing research field in Operations Management. The thesis intends to: (i) provide a comprehensive research synthesis of the extant literature on SandOP; and (ii) explore SandOP impact on manufacturing operational performance dimensions of quality, delivery and flexibility, informed by structural contingency theory. A synthesis framework was proposed. Due to disparate concepts and measurements, the field is not yet ripe for meta analysis. There is also a paucity of rigorous empirical research in the impact of SandOP on manufacturing operational performance, anchored in Operations Management theories. Data from 725 metal products and machinery manufacturers (ISIC 3.1, code 28-35) in 34 countries from the fifth round of the International Manufacturing Strategy Survey was used for hypotheses tests. Scales were validated with confirmatory factor analysis and analyzed with stepwise multiple regression. SandOP effect size on quality, delivery and flexibility was on the 0.26 - 0.36 range, after controlling for economic development, market dynamics and firm size. Supply Chain integration with suppliers and manufacturing process technology moderate SandOP impact on all three performance dimensions. Product technology moderates quality but not delivery or flexibility. Misfit of process technology, cross functional team work and product technology adversely affect performance. Practitioners should simultaneously pursue SandOP implementations, integration with suppliers and use of adequate technology to boost performance. Further research should focus on theory validation, case studies and survey research on SandOP.

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Almkvist, Larsson Michaela. "Streamlining Sales and Operational Planning through Knowledge Management." Thesis, KTH, Skolan för industriell teknik och management (ITM), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-279587.

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In today’s competitive market it is more important than ever to have effective and efficient Supply Chain Planning. Despite its wide adoption and many years of development, Sales and Operational Planning, one of the most commonly applied tactical Supply Chain Planning processes, is not generating the desired results as companies are still experiencing difficulties in synchronizing demand and supply. Furthermore, a company’s competitiveness depends on its knowledge management and how that knowledge is disseminated across functions. Therefore, a case study was conducted with the purpose to investigate how knowledge management is used in the Sales and Operational Planning process to streamline its operations. The study presents a conceptual framework built on prior research on how to use knowledge management in the Sales and Operational Planning process. The framework highlights the importance of alignment of targets and information as well as continuous documentation and learning to improve the streamlining of the process. Additionally, the study illustrates linkages between the stages of creating, spreading, and applying knowledge by applying the framework to the case company. The study identified a gap in research where the combination of Sales and Operational Planning and Knowledge Management had not fully been explored. This gap was addressed by the creation of the conceptual framework. The practical contribution identified both systematic, functional, and individual areas of Knowledge Management that can work to streamline the process. Dagens konkurrenskraftiga marknad gör att det är viktigare än någonsin att ha en effektiv planering av försäljningskedjan. Sälj- och verksamhetsplanering är en av de mest tillämpade taktiska processerna för planering av försäljningskedjan. Trots sin breda användning och många år av utveckling så genererar inte processen de önskade resultaten då företag fortfarande upplever svårigheter i att synkronisera utbud och efterfrågan. Fortsättningsvis finns det korrelation mellan ett företags konkurrenskraft och kunskapsspridning samt hur kunskap sprids internt mellan funktioner. Därför genomfördes en fallstudie med syftet att undersöka hur kunskapshantering kan integreras i sälj- och verksamhetsplaneringen för att effektivisera processen. Studien presenterar ett ramverk baserat på tidigare forskning, om hur sälj- och verksamhetsplaneringen kan effektiviseras genom kunskapshantering. Ramverket belyser vikten av samspel mellan mål och information samt kontinuerlig dokumentation för effektivisering av processen. Vidare illustrerar studien kopplingar mellan stadierna att skapa, sprida och använda kunskap genom att tillämpa ramverket på det undersökta företaget. Studien identifierar ett forskningsgap där kombinationen av sälj- och verksamhetsplanering och kunskapshantering inte har undersökts fullständigt. Detta forskningsgap adresseras genom skapandet av ramverket. Det praktiska bidraget består av både systematiska, funktions-baserade och individ-baserade områden inom kunskapshantering som kan arbeta för att effektivisera processen.

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Antonsson, Tommy. "Sales & Operations Planning." Thesis, University of Skövde, Department of Computer Science, 1998. http://urn.kb.se/resolve?urn=urn:nbn:se:his:diva-191.

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Sales & Operations Planning är den process som knyter ihop försäljningsplanen och produktionsplanen med affärsplanen. Detta sker löpande varje månad i aggregerad form. Den här typen av planering har rönt stor framgång i USA. Detta är i alla fall Richard C. Lings (1988) åsikt, men så var det också han som grundade Sales & Operations Planning.I mitt arbete kommer jag att visa vad Sales & Operations Planning är för något och hur det kan implementeras. Trots att det är ett populärt sätt att planera på i USA så har det inte nått samma framgång i Sverige. En av de viktigaste delarna i S&OP är familjeindelning. Jag kommer i mitt arbete visa hur Svenska företag delar in sina artiklar i familjer och hur litteraturen vill att det ska ske. Jag kommer även att ta upp fördelarna med simulering och hur Svenska företag planerar.

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Gavioli, Giulio. "Sales & Operations Planning in Bonfiglioli Riduttori." Master's thesis, Alma Mater Studiorum - Università di Bologna, 2018.

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Il Sales & Operations Planning (S&OP) è un processo aziendale che permette di legare su di un’unica piattaforma informatizzata i due ambiti che contraddistinguono un’azienda manifatturiera: le vendite e le operations. Il S&OP fa parte dei sistemi di corporate performance management, ovvero quei processi analitici e manageriali, supportati dalla tecnologia, che rendono possibile la definizione di obiettivi strategici, la misurazione delle prestazioni e la gestione delle azioni intraprese per il loro miglioramento. Un simile strumento è stato progettato e realizzato presso Bonfiglioli Riduttori, multinazionale italiana leader nella produzione di soluzioni utili all’automazione industriale e al movimento terra. Nella prima parte dell’elaborato si ripercorre quello che è stato lo sviluppo avuto dai dati negli ultimi anni e come essi possano supportare il processo decisionale. Viene inoltre introdotto il concetto di Business Intelligence e descritte le diverse possibili architetture di un data warehouse. Si esplica inoltre il modello multidimensionale dei dati. Successivamente, una volta introdotta la realtà Bonfiglioli e le motivazioni che hanno portato la società ad intraprendere un progetto di S&OP, vengono passate in rassegna tutte le fasi salienti del progetto, con particolare attenzione verso le tecniche informatiche e i processi gestionali adottati. Tra le fasi possiamo ricordare la modellazione del processo e degli elementi che lo contraddistinguono, la definizione dei KPI e l’alimentazione dei software Board e R mediante i dati presenti nel data warehouse aziendale. Nell’ultima parte vengono invece descritti i report creati per la supervisione e il miglioramento delle performance aziendali relative al processo, così come i benefici derivanti dalla piattaforma di Sales & Operations Planning implementata.

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Honstain, Christopher Michael. "Sales & operations planning in a global business." Thesis, Massachusetts Institute of Technology, 2007. http://hdl.handle.net/1721.1/40106.

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Thesis (M. Eng. in Logistics)--Massachusetts Institute of Technology, Engineering Systems Division, 2007. Includes bibliographical references (leaf 44). As companies become more global and begin to outsource manufacturing and other services, the uncertainty in the supply resource increases. Demand uncertainties increase as these same companies expand into new countries to serve new customers. The globalization of business has created problems that many companies do not know how to overcome. One way of overcoming these challenges is to implement a process called global sales and operations planning (S&OP). Sales and operations planning is a collaborative process that aligns the supply side of an organization with the demand side. Aligning the goals of the different departments eliminates the "silo" mentality and creates a streamlined organization. This streamlined organization works as one team with the goal of meeting the financial expectations set by the executive team. Global sales and operations planning is a process used to match supply and demand throughout the world. To do this effectively, the process must be divided into multiple processes based on the characteristics of the supply chain for the product, the business units within the company, and geography that the business unit is located in. (cont.) When the S&OP process is divided correctly, it allows the executive members of the company to communicate financial expectations to each of the business units, while the individual business units can match the supply and demand characteristics of the product. Vascucorp. is a company that is facing the same problems that many other companies face when trying to implement an S&OP process into their company. This thesis will focus on trying to form a common platform that companies can use to implement a successful global sales and operations planning process. by Christopher Michael Honstain. M.Eng.in Logistics

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Chandrashekar, Sharath, and Vishal Sawalekar. "Forecast and Context Driven Sales & Operations Planning." Thesis, Tekniska Högskolan, Högskolan i Jönköping, JTH, Produktionsutveckling, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-45821.

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Martin, Guillaume. "Contrôle dynamique du Demand Driven Sales and Operations Planning." Thesis, Ecole nationale des Mines d'Albi-Carmaux, 2020. http://www.theses.fr/2020EMAC0010.

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La méthodologie Demand Driven Material Requirements Planning (DDMRP) est caractérisée par l'utilisation de buffers de stock dont le dimensionnement est dynamique et fait appel à plusieurs paramètres. Décider des valeurs pertinentes pour ces paramètres est une étape essentielle pour que la taille des buffers soit adaptée à la demande sans toutefois être trop élevée. Ces travaux de recherche se concentrent sur la mise à jour dynamique de ces paramètres, dans un contexte où la demande varie. Le processus responsable de cette mise à jour est appelé Demand Driven Sales and Operations Planning (DDS&OP). À travers un ensemble d'expériences de simulation par événements discrets, on se propose de comparer le comportement d'un atelier théorique (cas d'école) géré en DDMRP et régi par diverses combinaisons de politiques de paramétrage. Ces politiques ont été tirées de la littérature, mais également d'entretiens réalisés avec des experts du DDMRP. Cet atelier est également soumis à plusieurs types de demandes, de façon à généraliser les conclusions de l'étude. Ces travaux étendent également les expériences à un cas de taille industrielle afin d'évaluer la pertinence et la faisabilité des politiques proposées. Les résultats expérimentaux montrent un intérêt pour le contrôle dynamique de certains des paramètres des ateliers gérés en DDMRP, principalement dans le cas de demandes connaissant de fortes variations. Ils montrent également la possibilité de simplifier la gestion des paramètres en en gardant une partie constante. Enfin, à partir du cas industriel, on envisage la problématique de la nervosité et de la complexité impliquée par le paramétrage dynamique d'ateliers plus complexes The Demand Driven Material Requirements Planning (DDMRP) methodology revolves around the use of inventory buffers. The sizes of these buffers evolve dynamically and need several parameters to do so. Hence, deciding on relevant values for these parameters is a crucial step to make sure that buffers both fit the actual demand and are not needlessly oversized. These research works focus on dynamically updating these parameters in a context where demand may not be stable. The process responsible for such an update is called Demand Driven Sales and Operations Planning (DDS&OP). Thanks to a range of discrete events simulation experiments, we compared the behaviours of a theoretical flow shop under the DDMRP principles with different combinations of dynamical policies for parameter updates. These policies come from both scientific literature and DDMRP experts feedback. In order to reach broader conclusions, we also submitted the flow shop to a range of different demand profiles. This manuscript also challenges theoretical results on an industrial case to test both the relevance and feasibility of the policies. Promising experimental results show that dynamical control of the parameters is suited when demand variation is high. They also hint at the possibility to simplify parameter updates by identifying which of them may be kept contant and in which cases. Lastly, industrial simulations raise the problems of nervousness and complexity for dynamical control of larger cases

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Feng, Yan. "Evaluation of sales and operations planning in a process industry." Thesis, Université Laval, 2010. http://www.theses.ulaval.ca/2010/27515/27515.pdf.

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JANSSON, JONAS, and FREDRIK ÅBERG. "Sales and operations planning in the processindustry : A diagnostic model." Thesis, KTH, Hållbarhet och industriell dynamik, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-156049.

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Increased competition and globalisation has created new opportunities and challenges for supply chain planning. Implementation of sales and operations planning (S&OP) has thus become vital for companies in order to keep up with competition. One way of facilitating the implementation and assessing the current state of an S&OP process is by the use of maturity models. The purpose of this study is to; (1) evaluate S&OP maturity models through comparative nalysis and application on a company in the process industry, (2) develop a maturity model uitable for the process industry, (3) suggest a method for using it, and (4) add to the limited number of case studies describing the S&OP process of companies in different industries. The study has been conducted using a qualitative case study methodology. Qualitative data has been collected through semi-structured interviews with 19 employees from different levels and functions of the organisation in order to develop a complete picture of the S&OP process at the case company. The evaluation of current S&OP maturity models in a case study context has generated a maturity model suitable for the process industry and a qualitative method for maturity assessment. The assessment has also resulted in an in-depth analysis and description of the S&OP process of a company in the pulp and paper industry.

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Noroozi, Sayeh. "A Framework for Sales and Operations Planning in Process Industries." Licentiate thesis, Linköpings universitet, Produktionsekonomi, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-106709.

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This thesis studies Sales and Operations Planning (S&OP) in process industries. S&OP is a planning process which has a role of balancing demand and supply at an aggregate level. S&OP has traditionally been considered as a generic process meaning that it is independent from the context of the industry in which it is implemented. Process industries do; however, have specific characteristics which affect their planning and control processes, including S&OP. Therefore, the aim in this thesis is to reconcile these two contradictory stances and furthermore investigate how the specific properties in process industries should be included into an S&OP framework. Such a differentiated framework aims to support process industries to design/implement their S&OP process based on their unique requirements in relation to their markets, products and processes while it also takes into account the specific characteristics regarding the continuous production. Consequently, the process industries would realize the expected benefits from S&OP process to a greater extent. The study starts with a literature review on S&OP in process industries in order to build the knowledge foundation for subsequent studies. The results show that the underlying difference between process industries and discrete industries is the object continuity which affects the selection of production processes including resources. Thus, process industries are often hybrids in the sense that their production processes include both continuous production, when the transformed object (material) is continuous, and discrete production when the object (material) turns into discrete products after the discretization point. In other words, process industries deploy both continuous production and discrete production while discrete industries use only discrete production. The specific characteristics of process industries are actually related to the continuous production part and influence the planning processes as well. As the result of this study, the continuous production characteristics that can affect the S&OP process are identified. In the continuation of the thesis and in order to provide a typology for planning and control purposes, the object type (continuous and discrete) is combined with two other dimensions i.e. mode type (onetime, intermittent and continuous) and driver type (customer order driven and forecast driven) into a planning and control typology. The mode type addresses the repetitivity of the flow and the driver type takes into account the trigger of the flow. Each dimension has a transition point – i.e. the discretization point for the object type, mode interface point for the mode type and customer order decoupling point for the driver type – and represents a hybrid situation since different production environments are required before and after each transition point. The typology aims to illustrate how each dimension affects the planning and control issues as well as how the dimensions are interrelated and how this combination influence the managerial decisions. The typology integrates the concepts from both process industries and discrete industries and thus, is applicable for both. Thereafter the typology is applied to the S&OP process and an integrated framework is suggested based on the three dimensions with specific focus on process industries. In this framework, the effects of hybridities within each dimension and cross-hybridities between the dimensions on the S&OP process are also considered. The importance of hybridities and cross-hybridities lies in the fact that the planning of the hybrid systems is a complex task due to the varying managerial decisions before and after the transition points. Finally, implementation steps for the suggested S&OP framework are outlined for the process industries in order to position themselves in the framework, identify the implementing procedures, and obtain potential benefits based on the differentiated S&OP process.

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Kenny, Timothy, and Yanika (Yanika S. ). Daniels. "Leveraging risk management in the sales and operations planning process." Thesis, Massachusetts Institute of Technology, 2008. http://hdl.handle.net/1721.1/45249.

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Thesis (M. Eng. in Logistics)--Massachusetts Institute of Technology, Engineering Systems Division, 2008. Includes bibliographical references (leaves 71-72). (cont.) Lastly, we visited SemiCo, a leading global supplier of high performance semiconductor products, to gain first-hand insight into the S&OP process of a large multinational company and complete a brief case study about how risk management is currently being utilized within this company's S&OP process. Finally, we synthesized these four sources of information in order to develop a common framework and recommendations that companies can use for understanding the best practices for incorporating risk management into the S&OP process. The objective of this thesis project is to analyze how companies can utilize risk management techniques in their sales and operations planning process (S&OP). S&OP is a strategy used to integrate planning and processes across functional groups within a company, such as sales, operations, and finance. A large body of academic and industry literature already exits, proving that S&OP can integrate people, processes, and technology leading to improved operational performance for a business. However, little research has been done in the area of applying risk management techniques to the S&OP process. When companies use S&OP in order to align their demand, supply, capacity, and production, based on various factors such as history, pricing, promotions, competition, and technology, they rarely factor in uncertainty and risk into the S&OP process. Furthermore, for those companies that do implement risk management in the S&OP process, there is no consensus in the business community about how to do this accurately and effectively. Our basic approach to understanding risk management and its place in the S&OP process will be four-fold. First, we conducted a literature review in order to gain basic S&OP process understanding and current risk management strategies. Next, we conducted thirteen hour-long phone interviews with practitioners and thought leaders in the field of sales and operations planning in order to gain insight into how companies currently discuss, assess, and act upon uncertainty within the S&OP process. Third, we conducted an online survey of various companies and consultants working in the field of S&OP to see how they currently discuss and incorporate uncertainty into their S&OP work. by Yanika Daniels and Timothy Kenny. M.Eng.in Logistics

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Christogiannis, Andreas. "Improving sales and operations planning in an engineer-to-order environment." Thesis, Massachusetts Institute of Technology, 2014. http://hdl.handle.net/1721.1/90763.

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Thesis: M.B.A., Massachusetts Institute of Technology, Sloan School of Management, 2014. In conjunction with the Leaders for Global Operations Program at MIT. Thesis: S.M., Massachusetts Institute of Technology, Department of Mechanical Engineering, 2014. In conjunction with the Leaders for Global Operations Program at MIT. Cataloged from PDF version of thesis. Includes bibliographical references (page 77). A pragmatic approach is taken at analyzing and improving Sales and Operations Planning in a project based, engineer-to-order product line. Variability of product and components configurations and long lead times of the sales process and of material procurement during project execution place additional planning challenges in comparison with a standardized high volume product business. The study focuses on improving the visibility on future customer orders and on reducing the procurement lead time of project material. Due to the nature of the market and the customers of the studied product line, incoming orders timing is very uncertain when viewed on a project by project basis. However, there is a specific dynamic when the sales pipeline is analyzed on aggregate: Tenders that end up converting into a customer order will do so sooner rather than later. Historical data and observations are used to develop and propose a probabilistic model that connects today's open tenders to the expected new business out of those tenders. The organization is able to use this model to estimate what the current activity of the sales force can produce in terms of new business. The expected benefit is that the organization can act proactively if there is an expected reduction in incoming business from a specific region or major customer; it can also make targeted efforts to increase sales activity towards that region or customer. To increase its competitiveness when bidding for new projects, the organization has embarked on an effort to reduce the overall project execution lead time. A significant portion of this lead time is waiting time for project specific material (which comprises the biggest part of the BOM in money terms). A supplier flexibility scheme is proposed, under which a material order is placed in two phases: first the desired delivery time and the component rough specification are specified, and later on the exact specs are given to the supplier. An optimization model that utilizes the above concept is developed and offers the organization an optimal way to plan the project material procurement, given a desired reduction in procurement lead time. The expected benefit is that there is a justified and optimal method to reduce procurement time without building excessive material stock; it also sheds light to the "constraints" (specific materials or suppliers) that need to be lifted for further lead time reduction. by Andreas Christogiannis. M.B.A. S.M.

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Larsson, Joel, and BEICHEN CHEN. "Sales and Operations planning : Complexities in the S&OP/CLSC interface." Thesis, KTH, Industriell Management, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-165544.

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Environmental concerns are increasing in today's marketplace as well as the pressure for companies tobe as efficient as possible in order to retain and gain market share. This has led to a need forstandardized processes. A process that has become increasingly more common in companies is thesales and operations planning (S&OP) process which aims to match demand with supply. With theenvironmental concern growing in interest it is becoming more important for companies to reuse aproduct in order to utilize the remaining value of the product. This if often only done if there isfinancial gains from the commitment. This is done in a closed loop supply chain where OriginalEquipment Manufacturers (OEM) takes back and remanufacture, refurbish and repair used products.With a growing interest in closed loop supply chains it is becoming increasingly more important forcompanies to be efficient in this area as well. The focal company of this study is working with theirsales and operations planning process as well as with remanufactured products in order to becomemore efficient with their processes they want to integrate the remanufactured products, in this studycalled R2 products into the already existing S&OP process. The aim of this study was hence toinvestigate what complexities that may arise when remanufactured products are integrated into anS&OP process, i.e. what challenges that would occur when remanufactured products were brought into the S&OP process. The case design included semi-structured interviews as the main data source. The results of the studyshowed that complexities may arise in all five steps of the S&OP process. The main findings showedthat the biggest impact of integration would be in the first two stages of the five step process, havingthe most complexities. This study has both academic and managerial implications. In academia thestudy contributes with knowledge in an interface which at the time of this study has been paid verylittle attention in research. This study also provides researchers with a conceptual framework whichcan be tested in other settings and used as a basis for further evaluation of this interface. Themanagerial implications comes from having the possibility by this study to know potential areas thatwill need extra attention before an integration of remanufactured products is conducted. Theframework presented in this study can provide managers with a checklist to follow in the integrationprocess. Den miljömässiga medvetenheten på dagens marknader ökar och likaså trycket på företag att vara så effektiva som möjligt för att behålla och vinna markandsandelar. Detta har lett till att behov av att standardisera processer där en mer vanligt förekommande process är sälj- och verksamhetsledningsprocessen (Sales and Operations Planning) som har till uppgift att balansera utbud och efterfrågan. Med den ökande miljömässiga medvetenheten blir det mer och mer viktigt för företag att öka längden på produktens livscykel genom att ta tillvara på det resterande värdet när den initiala kunden nått sitt slut på användandet. Detta görs dock ofta endast om det även är lönsamt för företaget. Detta görs i en så kallad sluten försörjningskedja (closed loop supply chain) där originaltillverkare tar tillbaka produkter och omarbetar dem för att ge dem nytt liv. Med ökande intresse och globalt tryck om hållbarhet är även detta ett område där företag börjar sträva mot att bli mer effektiva. Fallföretaget i denna studie arbetar med sälj och verksamhetsledning, tillika med omarbetade produkter. För att blir att öka effektiviteten i deras processer vill de därför integrera deras omarbetade produkter i den befintliga sälj och verksamhetsledningsprocessen. I denna studie kallas dessa produkter för R2. Syftet med denna studie var således att undersöka vilka komplexiteter som kan uppkomma vid denna integrering. Det vill säga, vilka oväntade utmaningar som kan framkomma när R2 produkterna integreras i sälj och verksamhetsledningsprocessen. Fallstudiens utformning inkluderade semistrukturerade intervjuer som huvudsaklig datakälla. Resultaten av studien visade att komplexiteter kan uppkomma i alla fem delar av sälj- och verksamhetsledningsprocessen. De huvudsakliga resultaten visade dock att den största påverkan skulle hamna i de första två stegen av den fördefinierade femstegsprocessen. Denna studie har både akademiska och praktiska implikationer. För akademin bidrar studien med kunskap i gränssnittet mellan sälj- och verksamhetsledning och omarbetade produkter. Den bidrar också med ett konceptuellt ramverk som kan användas av forskare för att vidareutveckla och utvärdera gränssnittet. De praktiska implikationerna kommer från att denna studie ger möjlighet för beslutsfattare i företage att förstå potentiella områden som behöver extra uppmärksamhet före en integration av omarbetade produkter genomförs.

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MARTINS, JOAO PAULO GELMINI. "SALES AND OPERATIONS PLANNING (S AND OP): BRAZILIAN RETAIL COMPANY CASE STUDY." PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2017. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=33680@1.

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O processo de S e OP (Planejamento de Vendas e Operações) é um importante processo para ampliar a competitividade de uma empresa em sua área de atuação, utilizada pela maioria das empresas brasileiras. Esse processo tem como finalidade o alinhamento vertical (estratégias e objetivos, planos de ação) e horizontal (entre as áreas funcionais) da empresa, contribuindo para que os gestores tenham uma visão ampla de todas as áreas. O principal benefício do processo é a integração das áreas funcionais da empresa, proporcionando o equilíbrio da cadeia logística através do balanço entre a oferta e a demanda entre as áreas, desde o cliente final até o fornecedor. A tese apresentada tem como objetivo analisar a prática do processo de sales and operations planning (S e OP), em uma empresa de varejo brasileira. A dissertação baseou-se em estudo de caso, aonde foi realizada uma revisão de literatura dos conceitos, frameworks e modelos de maturidades. Seguido por coleta de dados em campo através de entrevistas, observação das práticas, análise de documentos e ferramentas com os gestores que participaram do S e OP da empresa em 2015. Por fim, análise do conteúdo que permitiu apresentar o processo de S e OP da empresa, as recomendações importantes para evolução do mesmo e também identificar pontos inicialmente subestimados pelo estudo. The S and OP (Sales and Operations Planning) process is an important process used in leading Brazilian companies with the objective of increasing their competitiveness in their markets. This process has the purpose of vertical (Strategies and objectives, action plans) and horizontal (among functional areas) alignment of the company, allowing managers to have a broad vision of all áreas. The main benefits of process is the integration of the functional áreas of the company, providing a balance in the logistics chain, and balancing the supply and demand between areas from the end customer to the vendor. The thesis presented aims to analyse the practice of the sales and operations planning (S and OP), in a Brazilian retail company. The dissertation was based on a case study in which a literature review of concepts, frameworks and maturity models was carried out. It followed data collection in the field through interviews, observation of practices, analysis of documents and tools with managers who participated in the S and OP of the company in 2015. Finally, content analysis presented the company s S and OP process and recommendations and also identified points initially underestimated by the study.

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Chu, Brandon B. "Applying an enterprise architecting framework to design enterprise sales and operations planning." Thesis, Massachusetts Institute of Technology, 2008. http://hdl.handle.net/1721.1/43822.

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Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Engineering Systems Division; in conjunction with the Leaders for Manufacturing Program at MIT, 2008. Includes bibliographical references (p. 63). Raytheon Company, a leader in aerospace and defense, has experienced tremendous growth through mergers and acquisitions. In particular, the company's Space and Airborne Systems (SAS) business unit was largely formed through acquisitions of E-Systems and Texas Instruments and a merger with Hughes Aircraft Company. To assimilate the legacy organizations, Raytheon and SAS have undertaken great efforts to work as "One Company." One such example has been to strive for an enterprise sales and operations planning process. Five years ago, Raytheon Space and Airborne Systems (SAS) Operations leaders recognized the need to be more proactive in comprehending forecasted business and subsequent impacts to SAS' manufacturing network. As a result, Program Requirements and Operations Planning (PROP) was born to enable improved supply chain planning for factory labor and capital resources. Over time, the complexity of SAS' business has proven to be a challenge for PROP to achieve its intended objectives.- This thesis considers PROP as an enterprise rather than a process and proposes re-designing it using a holistic enterprise architecting framework including a thorough examination of the current state of PROP with respect to seven architectural views (strategy, policy/external factors, process, organization, knowledge, IT, and products/services). A future state PROP design is derived from the analysis and then validated against a detailed case study of the Army's Firefinder radar product line manufactured at Raytheon's Forest, Mississippi facility. by Brandon B. Chu. S.M. M.B.A.

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Carvalho, Ana Lima de. "The intermediate link in planning: a multicase study of the Sales and Operations Execution process." Universidade de São Paulo, 2018. http://www.teses.usp.br/teses/disponiveis/18/18156/tde-16072018-100932/.

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For many years, Sales and Operations Plannning process, or S&OP, had been considered as the promise of alignment between demand and supply that would provide the solution to all planning problems to companies. However, time has shown that in volatile planning environments with high levels of uncertainty, the traditional planning hierarchi, S&OP aligned with MPS, no longer provides all the expected benefits, failing to meet the expectations of numerous organizations that have put great efforts to implement it. As result, in recent years, there have been adaptations of planning processes to meet the need for alignment in highly dynamic environments. These adaptations have often appeared in the form of a weekly \"S&OP\", with short-term horizon, weekly frequency and low level of plans aggregation. However, a more sophisticated solution found to address the need for more agile planning was the creation of a new process that aims to link S&OP to the Master Production Schedule (MPS) called Sales and Operations Execution (S&OE). Although the subject has arisen for some time, studies on the subject are scarce. Thus, the goal of this research is to formalize this process in academic literature in an in-depth way. For this, it was carried out a broad literature review, case studies in four companies that sought to explore how S&OE process occurs in practice. From the analysis resulting from the case studies, both individual and cross-case, it was proposed a model of the process using BPMN language and a list of all the main process characteristics. This model was compared to the existing literature to analyze its convergence and it can be considered transferable given the same conditions of application. It was possible to conclude that S&OE is a process that performs the breakdown of the S&OP plans to the execution in a way that is more aligned with the business goals than the traditional MPS application isolated. Durante muitos anos, o processo de Sales and Operations Plannning, ou S&OP, foi visto como a promessa de alinhamento entre demanda e suprimentos que traria a solução para todos os problemas de planejamento nas empresas. Entretanto, o tempo mostrou que em ambientes de planejamento voláteis e com alto nível de incertezas, a hierarquia de planejamento tradicional, S&OP alinhado ao MPS, já não proporciona todos os benefícios esperados, falhando em atender as expectativas das inúmeras organizações que empregaram grandes esforços em sua implementação. Como resultado, nos últimos anos, surgiram adaptações dos processos de planejamento para atender a necessidade de alinhamento em ambientes altamente dinâmicos. Estas adaptações apareceram, muitas vezes, no formato de um \"S&OP semanal\", com horizonte de curto prazo, frequência semanal e baixo nível de agregação dos planos. Entretanto, uma solução mais sofisticada que o mercado encontrou para sanar a necessidade de planejamentos mais ágeis foi a criação de um novo processo que faz o elo entre o S&OP e o Master Production Schedule (MPS), chamado Sales and Operations Execution, o S&OE. Apesar de já ter surgido há algum tempo, estudos sobre o tema são bastante escassos. Assim, o objetivo desta pesquisa foi formalizar este processo na literatura acadêmica de maneira aprofundada. Para tal, foi realizada uma ampla revisão de literatura, estudos de caso em quatro empresas que buscaram explorar como o processo de S&OE ocorre na prática. A partir da análise resultante dos estudos de caso, tanto individual quanto inter-casos, foi proposto um modelo do processo em linguagem BPMN e uma listagem de todas as principais características do processo. Este modelo foi comparado à literatura existente para analisar sua convergência e pode ser considerado transferível dadas as mesmas condições de aplicação. Foi possível concluir que o S&OE é um processo que desagrega os planos do S&OP para a execução de uma maneira mais alinhada com os objetivos do negócio do que a aplicação isolada tradicional do MPS.

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Ibañez, Otero Stalin Andrés. "Sales and operation planning (S&OP) y su impacto estrategico en Signify." Tesis, Universidad de Chile, 2019. http://repositorio.uchile.cl/handle/2250/170978.

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Tesis para optar al grado de Magíster en Gestión y Dirección de Empresas La presente tesis está enfocada en mejorar el proceso S&OP de Signify, (ex Philips Lighting), la cual es líder mundial en productos de iluminación tanto profesional como de consumo, con una facturación local de 20 Millones de Euros al año. A medida que las empresas se vuelven globales, se comienzan a complejizar sus procesos productivos; en este sentido, se debe convivir con altos lead times, con un sistema de libre mercado sumamente competitivo, donde también se subcontrata la fabricación de sus productos y otros servicios, etc. Todos estos factores hacen que aumente la incertidumbre en los recursos de suministro. En otras palabras, la globalización de los negocios ha creado problemas que muchas organizaciones no saben cómo superar. Para ayudar a superar estos desafíos está el Sales and Operation Planning o S&OP, el cual es un proceso colaborativo que busca alinear el lado de la oferta de una organización con el lado de la demanda. De esta manera, al compatibilizar los objetivos de los diferentes departamentos se crea una organización optimizada. El plan de optimización presentado en este proyecto expone la situación actual de Signify Chile, en términos del manejo del proceso de Sales and Operation Planning (S&OP), cuyo resultado tiene directa relación con la gestión de inventario y el nivel de servicio ofrecido a los clientes, en donde se buscarán oportunidades de mejora del proceso general, para así lograr un beneficio no sólo financiero, sino que también de compromiso organizacional y de estrategia empresarial. La metodología del presente estudio incluye en primer lugar un benchmarking del mercado relacionado al S&OP, así como las sugerencias de los autores más destacados de esta área, para luego profundizar el diagnostico al proceso actual de Signify, así como su situación en términos de inventario, costos logísticos, nivel de servicio y gestión de portfolio y clientes. Finalmente en base al resultado de este diagnóstico encontrar las mejoras necesarias para tener un nivel proactivo de S&OP, el que se buscará mediante una estrategia centrada en tres pilares fundamentales: Procesos, Personas y Tecnología, y para cada uno de ellos se propondrán mejoras relevantes que impacten positivamente a Signify, para así lograr los objetivos propuestos en esta tesis. El proyecto presentado a nivel financiero tiene un costo de $55M, lo cual en un flujo a 5 años a una tasa del 10,45% generó un VAN de $453M con una TIR del 90%. Si se toma un escenario más conservador con una caída en la venta del 30% en 5 años, el VAN queda en $264M con una TIR del 64%. Por lo tanto existe una oportunidad, que generará un importante beneficio, y con una baja inversión, con lo cual se recomienda llevar a cabo un plan de trabajo para buscar consolidar organizacionalmente el componente estratégico del S&OP que permitirá a la empresa lograr sus objetivos mediante la excelencia operacional.

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Faffelberger, Josef. "Implementing sales and operations planning in an electronics company using an action research approach." Thesis, University of Liverpool, 2018. http://livrepository.liverpool.ac.uk/3020329/.

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This thesis researched the implementation of Sales and Operations Planning (S&OP) in a multinational electronics manufacturing company. The organization where the research took place was experiencing continuously worsening performance in demand and supply planning and decided to implement S&OP in order to increase its competitiveness by improving performance. This thesis worked with three research questions: first, the research aimed to identify challenges to the S&OP implementation; second, the research targeted to address the challenges by identifying action steps to ease the S&OP implementation; and third, the research aimed to measure the short-term impact of implementing S&OP on performance metrics. The conceptual model for this research was built based on different S&OP maturity models developed by scholars from the scholar and practitioner world. The research was conducted by using action research methodology and used qualitative data to answer the research questions. Action research was a suitable methodology to conduct this research from the inside of the organization as the researcher was a member of the organization for the entire duration of the research. Interviews and focus groups were the main qualitative data collection methods used while gathering actual sales data versus demand forecasts was used to evaluate the impact of S&OP on the company's performance. Conducting action research ensured the relevance of the outcomes from this research for the organization where the research was conducted in. The interviews revealed issues in terms of planning processes, organizational change and cross-functional alignment, while the focus groups identified relevant action items to mitigate the effects of the identified issues. The results from this thesis showed that the company was struggling with inefficient and ineffective processes, as well as the absence of a process owner. Other issues found were resistance to adopt changes, leadership gaps and an overworked staff. Lastly, this research also found problems in communication, cross-departmental problems and goal conflicts. The results showed that the problems were addressed through trainings, the collaborative creation of an S&OP process map, the appointment of an S&OP process owner, the usage of change agents within teams to increase support, the ramp-up of the workforce, the development of S&OP meeting structures and agendas, and performance metrics alignment. The metrics observed during this research indicated improvements to the company performance, however, due to the limited number of observations collected these results have to be considered with caution.

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Gladh, Isac, and Aron Lindahl. "Sales & Operations Planning: Utvärdering, förbättring och implementering : En fallstudie på Höganäs Sweden AB." Thesis, Linnéuniversitetet, Institutionen för ekonomistyrning och logistik (ELO), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-95782.

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Titel: Sales & Operations Planning: Utvärdering, förbättring och implementering. En fallstudie på Höganäs Sweden AB. Kurs: 4FE19E Examensarbete i Logistik för Civilekonomprogrammet. Författare: Aron Lindahl & Isac Gladh. Handledare: Peter Berling. Bakgrund: Höganäs Sweden AB upplever att deras S&OP-arbete i nuläget inte fungerar effektivt. Missförstånd och oklarheter uppkommer ofta mellan avdelningarna och det är brist på standardiserade arbetssätt att förhålla sig till när det kommer till arbetet med S&OP. S&OP är ett verktyg som kan användas för att stärka samarbetet mellan olika avdelningar inom en verksamhet samt göra informationsdelningen mer transparant och effektivare vilket i sin tur leder till en högre grad av planeringsintegration. Representanter från företaget menar att det finns förbättringspotential kopplat till deras arbete med S&OP. Syfte: Syftet med uppsatsen är att generera ett ramverk som tillverkande företag kan använda för att utvärdera, förbättra samt implementera sin S&OP-process. Metod: Detta arbete är en fallstudie på företaget Höganäs Sweden AB där empiri har samlats in genom direkta observationer, strukturerade-, semistrukturerade samt ostrukturerade intervjuer med olika representanter från företaget. Arbetet grundar sig i ett kvalitativt angreppssätt med en deduktiv ansats. Slutsats: Denna studie har fastställt mognadsgraden för S&OP-processen vid Höganäs Sweden AB och konstaterats att det finns förbättringspotential. Studien har, utifrån nuvarande mognadsgrad, tagit fram en rad åtgärder och verktyg som syftar till att förbättra processen och på sikt öka mognadsgraden för S&OP-processen vid Höganäs Sweden AB. För att kunna implementera dessa förbättringsförslag har författarna genererat en modell som behandlar hur tillverkande företag ska implementera S&OP. Implementeringsprocessen som beskrivs i modellen är en utveckling av befintlig teori där viktiga faktorer och åtgärder från olika källor har sammanfogats till en modell för effektiv implementering. Title: Sales & Operations Planning: Evaluation, improvement and implementation. A case study at Höganäs Sweden AB. Course: 4FE19E Degree project in Logistics, the Business Administration and Economics Programme. Authors: Aron Lindahl & Isac Gladh. Tutors: Peter Berling. Background: Höganäs Sweden AB is experiencing that their current S&OP is not operating effectively. Misunderstandings and ambiguities often arise between departments and there lack of standardized ways of working when it comes to S&OP. S&OP is a tool that can be used to strengthen the cooperation between departments within a business and make the information sharing more transparent and effective which in turn leads to a higher degree of plan integration. Representatives from Höganäs Sweden AB states that there is potential for improvements when it comes to their work with S&OP. Purpose: The purpose of this case study is to generate a framework that manufacturing companies can use to evaluate, improve and implement their S&OP-process. Method: This is a case study at Höganäs Sweden AB where the empirical data has been collected through direct observations and unstructured, semi-structured and structured interviews. The work is based on a qualitative strategy with a deductive approach. Conclusion: This case study has determined the maturity level of the S&OP process at Höganäs Sweden AB and established that there is potential for improvements. The case study has, based on the current maturity level, generated a number of improvement suggestions with the purpose of improving the process and in the long run increase the maturity level for the S&OP process at Höganäs Sweden AB. In order to be able to implement these improvement suggestions the authors have generated a model that cover how manufacturing companies should implement S&OP. The implementation process that is described in the model is a development of existing theory where important elements and actions from different sources has been collected and merged into one model for effective implementation.

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Glavas, Amina, and Fares Abugharbia. "Sales and Operations Planning : A study into managing the silo culture in an ETO manufacturing." Thesis, Blekinge Tekniska Högskola, Institutionen för industriell ekonomi, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-21858.

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Background: Over the past years, companies have competed in a globalized and dynamic environment which has forced them to implement various incentives in order to gain cost advantages. Companies have tried to implement Sales and Operations Planning (S&OP) but many have not managed to get the expected results. Coordinating sales and operations remains a crucial challenge because of the multiple differences and conflicts in objectives and responsibilities, referred to as having a silo culture. As many companies have encountered this barrier in conjunction with an S&OP implementation, investigating the S&OP process in a company with functional silos and a complex planning process remains. Objectives: The objective with this study is to provide a deeper understanding of how to manage the silo culture challenge, in order to achieve a higher S&OP maturity level in a manufacturing with a complex planning process. Methods: The objective with this study was fulfilled through an in-depth empirical case study research in an Engineering-to-order (ETO) company. Data was collected through semi-structured interviews with employees working in the departments involved in the S&OP process, along with a survey that was used to identify the organizational culture. Moreover, a framework synthesis was carried out in order to identify the most suitable S&OP maturity model for assessing the maturity level. Results: The results revealed that no written rules or policies govern the organizational activities, but an organization chart and some job descriptions exists. The total work is divided, resulting in a functional organizational design. The results showed that the departments facing supply and demand, have different objectives due to their functional specialization and that no common goals exist between the departments. The results also showed that the prevailing organizational culture appeared as different among the departments. The S&OP diagnosis reveled that the S&OP maturity level was low on most of the dimensions except from the IT dimension. Moreover, it revealed the lack of a shared understanding of the S&OP process among the different departments. Conclusions: The main findings for managing the silo culture in order to reach a higher S&OP maturity level was to: (1) possess a organizational design that facilitates cross-functional alignments, (2) focus on people by ensuring that the S&OP process is fully understood, (3) define clear job roles and job descriptions, (4) state goals for each department and incorporate common goals along with metrics for all departments, (5) incorporate a strong organizational culture with shared values and beliefs and (6) have a clear decision making process along with moving towards a decentralization in some areas. Bakgrund: Under de senaste åren har företag konkurrerat i en globaliserad och dynamisk miljö, vilket skapat incitament för att erhålla kostnadsfördelar. Flertalet företag har försökt implementera Sälj- och Verksamhetsplanering (SVP) men få har lyckats erhålla de förväntade resultaten. Koordineringen av försäljning och verksamhet återstår vara en avgörande utmaning på grund av flertalet skillnader och konflikter i mål och ansvarsområden, även kallat för silo kultur. Eftersom många företag stött på detta hinder i samband med en SVP implementering, återstår det att undersöka SVP-processen i ett företag med funktionella områden (avdelningar) och en komplex planeringsprocess. Syfte: Syftet med denna studie är att ge en djupare förståelse för hur man hanterar silo kultur utmaningen, för att uppnå en högre SVP-mognadsnivå i en tillverkande industri med en komplex planeringsprocess. Metod: För att uppnå syftet med studien genomförde författarna en djup empirisk fallstudie i ett kundorderstyrt företag. Data samlades in genom semi-strukturerade intervjuer med anställda som tillhör de avdelningar som är involverade i SVP-processen, och genom en enkät som användes för att identifiera organisationskulturen. Dessutom genomfördes en syntes av befintliga SVP-ramverk för att identifiera den mest lämpliga SVP-mognadsmodellen för att bedöma mognadsnivån. Resultat: Resultaten visade på att inga skriftliga regler eller riktlinjer reglerar organisationsaktiviteterna, men att ett organisationsschema och ett fåtal arbetsbeskrivningar existerar. Det totala arbetet är uppdelat mellan olika avdelningar, vilket resulterar i en funktionell organisationsdesign. Resultaten avslöjade även att de avdelningar som står inför utbud och efterfrågan har olika mål på grund av sin funktionella specialisering och att det inte finns några gemensamma mål mellan avdelningarna. Dessutom visade resultaten att den nuvarande organisationskulturen uppfattas som annorlunda mellan avdelningarna. SVP-diagnosen avslöjade att SVP-mognadsnivån var låg på de flesta dimensioner förutom IT-dimensionen. Vidare avslöjar resultatet bristen på en gemensam förståelse för SVP-processen mellan de olika avdelningarna. Slutsatser: Huvudresultaten för att hantera silo kulturen för att uppnå en högre SVP-mognadsnivå var att: (1) ha en organisationsdesign som främjar tvärfunktionella anpassningar, (2) fokusera på människorna genom att säkerställa att SVP-processen är fullt förstådd, (3) definiera tydliga arbetsroller och arbetsbeskrivningar, (4) ange mål för varje avdelning och inför gemensamma mål tillsammans med gemensamma mätvärden för alla avdelningar, (5) inför en stark organisationskultur som präglas av gemensamma värderingar och övertygelser och (6) erhåll en tydlig beslutsprocess tillsammans med att gå mot en decentralisering inom vissa områden.

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Jurečka, Peter. "Integrated Business Planning." Doctoral thesis, Vysoká škola ekonomická v Praze, 2009. http://www.nusl.cz/ntk/nusl-149894.

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Increasing competitive pressures on most markets force companies to continuously review the effectiveness and efficiencies of their operations. Traditional approach to business planning is becoming insufficient to cope with growing requirements on operational excellence. Concept of Integrated Business Planning (IBP) -- constituting the latest development stage of well-known Sales and Operations Planning (S&OP) -- is proposed as the right response on how to master the challenges of globalized economy in this field. The thesis combines theoretical analysis of inefficiencies of traditional S&OP with applied research realized on the case from real business environment. Microeconomic optimization models are employed to demonstrate the sub-optimal outcomes resulting from the lack of cross-functional integration and potentially antagonistic incentives in business planning. Overview of latest best practices in this area further complements the theoretical part of the thesis. Empirical part of the study summarizes author's experience from leading the large scale implementation of IBP concept in the multinational company. Theoretical assumptions of financial benefits of IBP implementation are tested against empirical observations via usage of statistical apparatus. This part may also be viewed as detailed guideline describing the project of IBP implementation. As a result, integrated approach to business planning proves to bring measurable financial as well as non-financial improvements for the company.

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Nyström, Emelie, and MADELEINE BERN. "Sales and Operations Planning : Major obstacles faced by complex manufacturing organizations in operationalizing a standard level process." Thesis, KTH, Industriell Management, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-159290.

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Litteraturen om Sälj- & verksamhetsplanering (S&OP) är generellt sett samstämmig kring slutsatsen att en sådan process är överlägsen traditionell planering, där varje funktion planerar sin egen verksamhet. Men även om konceptet och möjliga fördelar är lätta att förstå, så har det visat sig svårt för många företag att operationalisera processen i verkligheten. Syftet med denna studie var därför att undersöka vilka stora hinder ett komplext tillverkande företag ställs inför vid operationaliserandet av en Sälj- & verksamhetsplaneringsprocess. För att fylla detta syfte så genomfördes en djup fallstudie på ett företag med ambitionen att operationalisera en standardprocess. Vidare gjordes en syntes av idag existerande mognadsramverk för processen, för att identifiera det mest passande ramverket för att diagnostisera en organisation och dess mognadsnivå. Genom att syntetisera litteraturen identifierades ramverket framtaget av Grimson och Pyke (2007) som det mest passande ramverket för att diagnostisera en organisation i den specifika kontexten. Vidare identifierades tre problemområden som i störst utsträckning hindrar operationaliserandet av en standardprocess: organisationens komplexitet, produktportföljskomplexitet samt IT-stöd. Denna studie bidrar till både utövare och forskare med vägledning för att framgångsrikt diagnostisera en organisations mognadsnivå inom processen, genom att identifiera och belysa de största hindren en komplex tillverkande organisation möter. För forskare påvisar detta att djupare forskning behövs inom vart och ett av dessa problemområden, och för företag och organisationer belyser denna studie vart resurser ska fokuseras för att möjliggöra ett framgångsrikt operationaliserande av en Sälj- & Verksamhetsplaneringsprocess. In general, literature is unanimous in concluding that Sales & Operations Planning (S&OP) is superior to traditional decoupled planning. But even though the concept and potential benefits of S&OP is easy to comprehend, the process has proven to be difficult for organizations to operationalize in reality. Thus, the objective of this research was to investigate what major obstacles complex manufacturing organizations face while striving to operationalize a standard level Sales & Operations Planning process. In order to fill the research objective, empirical research in an in-depth case study format at a company that have the ambition to operationalize a standard level process was performed. More, a framework synthesis was carried out to identify the most suitable maturity framework for diagnosing organization’s S&OP maturity level. Through the S&OP Maturity Model Synthesis the framework by Grimson & Pyke (2007) is found the most appropriate for diagnosing a company within the specific context. Further, the major obstacles for complex manufacturing organizations identified are: Organizational complexity, product portfolio complexity and IT system support. This study firstly contributes to practitioners and researchers with guidance for organizational diagnosis. Secondly, by investigating and highlighting the major obstacles that complex manufacturing organizations encounter when seeking to evolve in a S&OP process. For researchers this indicates further research within each of these areas, and for practitioners the result signals where to focus time and resources in order to enable S&OP maturity progress.

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Duhaylongsod, Jose Benedicto. "Behavioral studies on individual and group decisions in supply chain planning." Thesis, Cergy-Pontoise, Ecole supérieure des sciences économiques et commerciales, 2019. http://www.theses.fr/2019ESEC0002.

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Les chaînes logistiques font de plus en plus une partie intégrante de la stratégie d’une entreprise et ont une étendue mondiale. Ils sont optimisés pour la rapidité et l’efficacité sur le plan de livraison ou d’approvisionnement des stocks chez les clients, offrant un avantage concurrentiel. Par conséquent, la formation des solutions rentables pour faire correspondre l’ordre à la demande reste un défi pour la gestion de la chaîne logistique. Le pouvoir de maintenir l’équilibre ordre-demande est étroitement liée à la performance ce qui favorise la recherche dans ce domaine. Lorsque cet équilibre est atteint, une entreprise peut satisfaire la demande à des niveaux de service élevés avec moins de stocks excédentaires et moins de risques de majoration. Les conclusions de cette thèse suggèrent que le contexte et sa compréhension sont importants In this dissertation, I study the sales and operations planning (S&OP), a cross-functional integration process in supply chain planning whose goal is to align a firm’s demand plan. In Chapters 2 and 3, I analyze group or aggregate demand forecasting in an S&OP where a sales planner and an operations planner create a joint demand forecast to build inventory before demand realization. In Chapter 4, I investigate how inventory managers learn from past decisions and examine the outcomes of those decisions in settings where stock outs lead to high disruption cost

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Pedroso, Carolina Belotti. "Caracterização dos fatores para implantação do processo de Sales and Operations Planning (S&OP): um estudo multicaso." Universidade Federal de São Carlos, 2014. https://repositorio.ufscar.br/handle/ufscar/3772.

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Made available in DSpace on 2016-06-02T19:52:08Z (GMT). No. of bitstreams: 1 6208.pdf: 1335355 bytes, checksum: acf4c894954c916daa868e27d0287933 (MD5) Previous issue date: 2014-06-27 Financiadora de Estudos e Projetos In today's dynamic market scenario to develop skills for quick and assertive decision making is still one of the challenges faced by companies around the world. In order to assist managers to meet the demand in a competitive way, a new approach to integrated management of business processes has emerged in recent years the S&OP (Sales and Operations Planning). This approach encompasses the master production planning, demand planning and managing the flow of information, resulting in a unique planning to the company. Thus, the purpose of this research is to characterize the success factors for S&OP implementation in three companies that are in distinct S&OP maturity level. Firstly, a Literature Review was conducted about Sales and Operations Planning (S&OP), in order to identify relevant points in literature, for this research. For this porpouse, it was used the Systematic Literature Review principles. The empirical part of the research included the method of multi case study in which three organizations that have already deployed the S&OP, but are in different stages of maturity, were investigated in order to clarify different perspectives of the research problem and find common characteristics. After conducting semi-structured interviews, that were used as a research tool, it was used the technique of content analysis to survey the main features of the implementation of S&OP process. From the results, it was possible to develop a set of factors for companies wishing to deploy the process, in which the main determining factors of success were: the involvement of senior management, cross-functional integration, metrics and performance monitoring, information systems and understanding of the process or training. Conversely, the main barriers identified in the study included the culture of silos and inadequate technology and information systems. It is assumed that both external variables such as culture and local economy and internal variables, such as the production strategy adopted, can influence the process of S&OP, elements yet not explored by the literature about the subject. No atual cenário de mercado, desenvolver habilidades para tomada de decisão rápida e assertiva é ainda um dos desafios enfrentados por empresas em todo o mundo. De modo a auxiliar gestores a atenderem a demanda de forma competitiva, uma nova abordagem de gestão integrada de processos de negócio emergiu nas últimas décadas- o S&OP (Sales and Operations Planning). Tal abordagem engloba o planejamento mestre de produção, planejamento de demanda e o gerenciando o fluxo de informações, resultando em um planejamento único para a empresa. O propósito desta pesquisa foi caracterizar os fatores de sucesso para a implantação de S&OP em três empresas que se encontram em fases de maturidade distintas de sua implementação. Primeiramente, conduziu-se uma revisão bibliográfica sobre o assunto em questão - Sales and Operations Planning (S&OP) - a fim de identificar na literatura pontos relevantes para a pesquisa. Para tanto, utilizou-se os princípios da Revisão Sistemática de Literatura. A parte empírica da pesquisa contemplou um estudo multicaso, no qual três organizações foram pesquisadas, a fim de explicitar diferentes perspectivas do problema de pesquisa e encontrar características em comum. A idéia era buscar empresas que já haviam implantado o S&OP, porém que se encontram em fases distintas de maturidade. Após a realização de entrevistas semiestruturadas, empregadas como instrumento de pesquisa, utilizou-se a técnica de Análise de Conteúdo para levantamento das principais características do processo de implantação do S&OP. Identificou-se um conjunto de fatores para empresas que desejem implantar o processo, a partir de fatores apontados como estratégicos para o sucesso do S&OP: a participação da alta gerência, integração interfuncional, métricas e monitoramento do desempenho, sistemas de informação e entendimento do processo ou treinamento. Dentre as principais barreiras encontradas estão: a cultura de silos e tecnologia e sistemas de informação inadequados. Observou-se que tanto variáveis externas, tais como cultura e economia local, quanto variáveis internas, como a estratégia de produção adotada influenciam a implantação do processo de S&OP, elementos ainda não explorados na literatura revisada sobre o assunto.

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Markoff, Richard. "Who's in charge ? : sales and operations planning governance and alignment in the supply chain management of multinational industrial companies." Thesis, Paris 1, 2017. http://www.theses.fr/2017PA01E015/document.

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Le processus S&OP est souvent considéré comme un processus d'alignement de l'offre et de la demande dans les chaînes d'approvisionnement simples et linéaires, avec un seul marché et une seule usine. Les entreprises multinationales présentent aujourd'hui des configurations de chaînes d'approvisionnement plus complexes possédant des usines spécialisées qui desservent plusieurs marchés. Ce papier analyse comment les entreprises multinationales configurent leurs processus de gouvernance S&OP pour relier les usines et les marchés, ainsi que l'influence de cette gouvernance sur leur capacité à obtenir un alignement entre l'offre, la demande, et les plans financiers. Au travers d'entretiens menés avec des entreprises, une typologie est définie pour les modèles de gouvernance S&OP observés. Cette typologie suggère qu'un type de gouvernance S&OP exerçant une autorité, à la fois dans les usines et dans les marchés, conduit à des résultats S&OP plus probants. Un lien est également établi entre l'efficacité des S&OP et les mesures formelles d'alignement pour la planification financière. A partir de ceci, les éléments de Contrôle de Gestion sont précisés pour permettre la conceptualisation des S&OP en reconnaissant l'influence de la comptabilité sur la gouvernance du processus S&OP pour assurer la transparence et l'engagement multifonctionnel dans les contextes de la chaîne d'approvisionnement multinationale. Il en découle quatre règles normatives pour la réussite de la gouvernance et de l'alignement du processus S&OP dans un contexte de configuration de la chaîne d'approvisionnement multinationale S&OP is often seen as a process for alignment between supply and demand in simple, linear supply chains with one market and one factory. Multinational firms today have more complex supply chain configurations that have specialized factories serving multiple markets. This research explores how multinational companies configure their S&OP governance linking factories and markets and the influence this governance bas on their ability to obtain alignment between supply, demand and financial plans. Through company interviews, a typology for observed S&OP governance models is developed., and suggests that an S&OP governance type exerting authority simultaneously into both factories and markets leads to more successful S&OP outcomes. A link is also drawn between S&OP effectiveness and forma! policies for alignment with financial planning. From this, elements of Management Control are deployed as a framework to furthering S&OP conceptualization by recognizing the influence of accounting on S&OP governance in achieving transparency and multi-functional engagement in multinational supply chain contexts. The result is four normative rules for successful S&OP governance and alignment within a multinational supply chain configuration context

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Noroozi, Sayeh. "Sales and operations planning based on a modularized view of supply chains : Supporting process industries and discrete manufacturing industries." Doctoral thesis, Linköpings universitet, Produktionsekonomi, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-133243.

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The purpose of this dissertation is to propose a framework for sales and operations planning (S&OP), which is based on a modularized view of supply chains. The framework should support both process industries and discrete manufacturing industries in their quest for performance. S&OP has been highlighted in this framework due to its essential role in integrating different functions within a company and integrating a company with its supply chain partners (referred to as horizontal integration), and linking different planning levels in a company (referred to as vertical integration). As an integrator, S&ÖP influences companies’ performance. Originally, S&OP was developed as a generic process but still in line with the requirements of discrete manufacturing industries. The specific requirements of process industries have not been emphasized in this process to the same extent. In order to suggest a modularized S&OP framework for both process industries and discrete manufacturing industries, a systematic literature review is performed to understand the specific characteristics of S&OP in process industries. As a result, the importance of continuity/discontinuity of materials and its influence on the required production processes are highlighted. This indicates that the production process in process industries is actually a hybrid of continuous production and discrete production, whereas the discrete manufacturing industries often only deploy discrete production. Continuous production has specific characteristics that would be beneficial to include in the S&OP process; nonetheless, this is in contrast to the view in the literature that considers S&OP a generic process. Generic here means that S&OP is independent of the context in terms of, for example, the industry in which it is implemented. This issue is investigated in this dissertation by identifying the requirements, which can be considered in the S&OP of process industries as add-ons to the generic S&OP. In addition to this, two other concepts addressing the properties of the production process are identified as important in planning and control, including S&OP. One addresses the level of repetitivity of the production process in response to the market demand, and the other concerns the trigger of the production flow. The three concepts are related to three different types of decoupling points and are the basis for a typology developed herein that provides a modularized view of supply chains. The application of the typology to S&OP leads to a modularized S&OP framework applicable to both process industries and discrete manufacturing industries. The modularized view of supply chains has been long emphasized as an effective and efficient way to support companies’ performance and their competitive position. The typology and the S&OP framework are developed through conceptual research methods. To study how the modularized S&ÖP framework is related to companies’ performance measures, different performance measures (including sustainable performance measures) at the S&OP level are extracted from the literature. The performance measures are then classified according to the typology, and linked to strategic performance attributes. Aligning performance measures at S&OP levels and strategic performance attributes would help in enhancing companies’ performance. Sustainable performance measures are included in this classification to provide additional support for companies’ performance. Finally, this approach in classification of performance measures is studied in four case companies, and the empirical performance measures are linked to the companies’ strategic performance attributes and competitive strategies. The results of this empirical study have, to some extent, verified the results from the classification of performance measures based on the literature. This dissertation contributes to the development of knowledge in S&OP. First, it identifies three key concepts in planning and control of manufacturing companies. Second, it investigates how S&OP should be tailored to the specific characteristics of companies and their supply chains. The modularized S&OP framework developed in this dissertation is based on the three identified concepts. This framework provides a foundation for fulfilling the supply chains needs by suggesting decision-making processes, planning techniques, and performance measures for different modules. More specifically, this work investigates how S&OP should be designed and implemented in process industries, which has not been extensively studied before. Third, this dissertation shows how S&OP level performance measures can be selected in line with the specific characteristics of supply chains. Finally, by integrating the sustainable performance measures in the S&OP process, this dissertation expands the scope of S&OP and its potential in supporting companies’ performance.

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Sollander, Kristina, and Lisa Hedvall. "Capacity dimensioning of operations capacity in manufacturing companies." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-30215.

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Purpose:To investigate how managers work with capacity dimensioning and what the main challenges are in order to balance efficiency and responsiveness in the continuous operations, as well as investigate what patterns and trends that can be identified within the capacity dimensioning approach. Methodology:A multiple case study was conducted including 14 manufacturing companies. Empirical data was collected through semi-structured interviews and used to explain the phenomenon of capacity dimensioning. Differences and similarities in the way companies approach capacity dimensioning was investigated though a cross-case analysis. The research is of exploratory and inductive character. Findings:A general process for capacity dimensioning has been established and affecting aspects and challenges has been identified. Potential trends and relationships have been investigated for the capacity dimensioning approach, with a potential connection between flexibility and investment strategy with introduction period in human resources. Further the capacity strategies tend to vary depending on alternative capacity sources. Theoretical implications:Information is provided for how capacity dimensioning is done at companies today, connections are strong to adjacent theories as S&OP but with more detail in the area of setting the capacity level. Managerial implications:The capacity dimensioning does not have a solution that suits all companies, but communication and alignment in the supply chain should not be underestimated for successful capacity dimensioning. Research delimitations:The research is conducted on manufacturing companies active in Sweden, other countries or continents of the world could generate other results because of different culture and laws. Further, service companies could also have provided other results.

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Bergstedt, Malin. "Sales and Operations Planning Framework : How to balance demand and supply for a project-oriented and complex organization operating inthe aerospace and defence industry." Thesis, Linköpings universitet, Produktionsekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-156501.

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One challenge organizations are facing in all industries is determining the likely events of the future and developing strategies to handle these challenges. Sales and operations planning are a decision-making process and tool that helps organizations to allocate resources not only to handle the challenges but also to take advantage of future conditions by balancing supply and demand. There is only a limited amount of framework and models available today. This project will divulge and reveal a new framework for sales and operations planning which has been developed in collaboration with an organization operating in the aerospace and defence industry. The basis of the framework consists of a monthly five step process that facilitates the organization in making decisions based on long term (five-years) organizational goals and tying them in with project specific needs. Ultimately, this will provide a centralized system in meeting current project specific demands whilst ensuring future operations are not compromised but enhanced. The company’s current sales and operations planning maturity level was evaluated and compared to the developed framework to find gaps of what needs to change for the company to have proactive sales and operations planning.

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Lima, João Augusto Machado de. "Sales and operations planing : uma abordagem estruturada para gestão dinâmica de empresas." Master's thesis, Instituto Superior de Economia e Gestão, 2019. http://hdl.handle.net/10400.5/19010.

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Mestrado em Gestão e Estratégia Industrial Todos os dias temos mais e mais organizações que se internacionalizam, e cada vez mais as cadeias de valor se tornam mais complexas e exigentes por competitividade. As empresas estão cada vez mais inseridas em redes globais, com acesso a novas tecnologias, e com qualidade de informação. Isso determina a necessidade que as empresas estejam mais atualizadas e requer renovação da sua capacidade de gestão para melhorar os resultados do negócio. Uma alternativa para ter uma gestão rápida e eficaz é desenvolver na organização um processo de Sales and Operations Planning (S&OP). O processo de S&OP é apontado em diversos artigos e publicações como uma das mais importantes alavancas para melhorar resultados do negócio e aperfeiçoar a gestão da cadeia de valor. Sales and Operations Planning (S&OP) é um processo de gestão para aprimorar resultados que através de uma abordagem estruturada, baseado em balanceamento de recursos integrado com planeamento das vendas, que busca a melhoria contínua e gestão por indicadores de performance (KPIs). Trata-se de um processo de gestão tática que requer integração de processos, pessoas, organização e tecnologia, de forma eficaz para apoiar a tomada de decisões organizacionais. O presente trabalho tem como objetivo apresentar os principais elementos que compõem um processo de Sales and Operations Planning, estruturar um processo com todos os elementos que compõem um ciclo de S&OP, e apresentar um modelo de avaliação de maturidade de processo de S&OP. Every day more organizations become international and constantly the supply chain become more complex and competitive. Companies are becoming global networks with more access to new technologies and to high quality information. This demands to the companies to be up-to-date in terms of business management skills and requires high performance methods to improve business results. As an alternative to have a fast and effective management system it is recommended to develop a Sales and Operations Planning (S&OP) process inside the organization. The S&OP process is pointed out in several articles and publications as one of the most important methods to increase business results and improve value chain management. Sales and Operations Planning (S&OP) is a management process for improving results through a structured approach based on resource and demand balancing, planning analysis, continuous improvement and management by key performance indicators (KPIs). It is a tactical management process that requires integration of processes, people, organization and technology to support decision-making process. This paper purpose is to present the main elements that being part of Sales and Operations Planning process, to present a structured process with all the elements that make up an S&OP cycle, and to present a S&OP process maturity assessment model. info:eu-repo/semantics/publishedVersion

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Gonçalves, Eduardo Tofoli. "Análise do grau de utilização do planejamento de vendas e operações nas empresas brasileiras." Universidade Nove de Julho, 2016. http://bibliotecatede.uninove.br/handle/tede/1617.

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Submitted by Nadir Basilio (nadirsb@uninove.br) on 2017-04-27T18:22:04Z No. of bitstreams: 1 Eduardo Tofoli Goncalves.pdf: 1786057 bytes, checksum: ea1c79b896edb3091923e459549b36e2 (MD5) Made available in DSpace on 2017-04-27T18:22:04Z (GMT). No. of bitstreams: 1 Eduardo Tofoli Goncalves.pdf: 1786057 bytes, checksum: ea1c79b896edb3091923e459549b36e2 (MD5) Previous issue date: 2016-08-30 The improvements in supply chain and the Brazilian market increasingly competitive makes the use of a system of sales planning tools and collaborative operations able to integrate the all supply chain and making savings and another benefits. This study aims to analyze the degree of utilization of sales and operations planning in Brazilian companies, using a combination of four key constructs: metrics and tools, processes and organization, results and degree of implementation. The literature review on this topic was done, then defined constructs for measuring the degree of utilization, prepared a quiz sent to Brazilian companies and then checked their results. The analysis shows that there is a low degree of use of sales and operations planning tools, ignorance of its sub-processes and low degree of senior management involvement. As melhorias na cadeia de suprimentos e o mercado brasileiro cada vez mais competitivo implicam no uso de um sistema de ferramentas de planejamento de vendas e operações colaborativo capaz de integrar toda a cadeia e trazer economias e outros benefícios. Este estudo se propõe a analisar o grau de utilização do planejamento de vendas e operações nas empresas brasileiras, utilizando a combinação de quatro constructos principais: métricas e ferramentas, processos e organização, resultados e grau de implantação. A revisão bibliográfica sobre o tema foi realizada, definido então constructos para medição do grau de utilização, elaborado um questionário, enviado para empresas brasileiras e então verificado seus resultados. A análise dos resultados aponta que há um baixo grau de uso de ferramentas de planejamento de vendas e operações, desconhecimento de seus sub-processos e baixo grau de participação da alta gerência.

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Barbeiro, Francisco Miguel. "Metodologia de implementação de planejamento de vendas e operações : estudo de caso em manufatura de produção para estoque." [s.n.], 2005. http://repositorio.unicamp.br/jspui/handle/REPOSIP/265643.

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Orientador: Antonio Batocchio Dissertação (mestrado profissional) - Universidade Estadual de Campinas, Faculdade de Engenharia Mecanica Made available in DSpace on 2018-08-06T08:19:28Z (GMT). No. of bitstreams: 1 Barbeiro_FranciscoMiguel_M.pdf: 3666365 bytes, checksum: 90bcb4b2a8648ea08f9f8360c1b7ed50 (MD5) Previous issue date: 2005 Resumo: O Planejamento de Vendas e Operações é um processo integrado de gerenciamento do negócio, que pode gerar vantagem competitiva através de uma visão e entendimento do cenário futuro e do envolvimento de um time multifuncional para definir e executar um conjunto de planos operacionais alinhados de modo a maximizar os resultados do negócio e melhor atender os clientes. Este trabalho tem como objetivo apresentar uma metodologia que suporte a implementação de um Processo de Planejamento de Vendas e Operações e testá-la através de sua aplicação prática numa Divisão de Negócios que atende o mercado de consumo a partir de uma manufatura de produção para estoque. Identifica os fatores relevantes para uma implementação de sucesso, abordando os três elementos básicos do S&OP: i) Pessoas - Uma vez que o processo é gerenciado e operacionalizado por pessoas, estas precisam estar conscientes, treinadas, além de entender o que se espera delas. Precisam, também, operar o processo em conformidade com os princípios aprovados, políticas e procedimentos; ii) Processo - Um processo precisa estar formalizado, com etapas, entradas, saídas, definição de responsabilidades e de medidas de desempenho; iii) Ferramentas - Devem estar disponíveis para suportar as pessoas na execução de suas atividades. Podem incluir hardware, software, manuais e sistemas de comunicação. O trabalho aborda, também, os potenciais benefícios de um processo eficaz de S&OP, bem como suas limitações, demonstrando a melhoria do trabalho em equipe, do serviço aos clientes e da gestão de ativos, obtidos pela implementação do processo na Divisão de Negócio analisada Abstract: Sales and Operations Planning is an integrated business management process to generate competitive advantage by looking forward, understanding future scenarios and involving a multifunctional team to define and execute a set of operational plans, aligned to maximize the business results and best attend the customers. This project aims to present a methodology to support a Sales and Operations Planning Process implementation and test it through a practical application in Business Division that attends consumer market through make to stock manufacturing. Identifies the relevant factors to a well succeeded implementation, covering S&OP basic elements: i) People - Whatever is a process managed and operated by people, they need to be acknowledgeable, trained and understand what is expected of them. They also need to operate the process in accordance with agreed-upon principles, policies and procedures; ii) Process - A process needs to be formalized, defining process steps, inputs, outputs, roles, responsibilities, and measurements; iii) Tools - Need to be available allowing people to fulfill their part in the process. These tools may include hardware, software, manual and communication systems. This project also wants to discuss Sales and Operations Planning potential benefits and limitations, demonstrating the improvements the Business Division achieved related to teamwork, customer service and asset management, due to the S&OP process implementation Mestrado Planejamento e Gestão Estrategica da Manufatura Mestre em Engenharia Mecânica

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Hulthén, Hana. "On understanding of external and internal integration in supply chains : challenges and evaluation." Doctoral thesis, Lund University, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-64925.

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Benefits of implementing Supply Chain Integration (SCI) are acknowledged in existing integration literature. Integration extending beyond functional silos and firm boundaries is expected to provide value for customers in terms of higher quality, improved service level, and reduced costs.In addition, internal integration allows business functions to align around a single company goal. This type of integration promotes value creation while decreasing redundancies and costs. Yet, regardless of the significant advances in research and practice, many organizations still experience difficulties not only to integrate activities with supply chain partners, but they also struggle to integrate activities within an organization, for example, through implementation of a sales and operations planning (S&OP) process. To tackle these challenges, organizations may need to reconsider why and how they integrate both internally and externally. However, the previous integration research provides only limited guidelines for how to carry out such evaluations. Many organizations experience difficulties in addressing the complexity related to integration and evaluation of activities internally and with SC partners. The lack of concrete guidelines for evaluation of SCI in theory is seen as one of the reasons for the still sporadic examples of successful SCI in practice. Thus, the overall purpose of this research is to increase understanding of external and internal integration in supply chains. To address the purpose, three studies (1-3) have been conducted. The study 1 highlighted the current status and several SCI challenges in academic literature and in practice. One of the major challenges relates to the absence of a systematic comprehensive approach for evaluation of internal and external integration. To contribute to closing of this gap, study 2 was conducted to develop a context based framework for evaluation of external integration. Finally, the subsequent study 3 aimed to develop a framework for evaluation of the S&OP process. Concerning the SCI challenges, this research contributes to previous integration literature by confirming some existing challenges but also by identifying additional challenges. Related to challenges of external integration, a set of contextual factors are identified which were observed to challenge the establishment of an appropriate level of external integration with SC partners. As a result a misfit occurs between the contextual factors and applied level of external integration. Additionally, reasons for the misfits were identified and discussed. Associated with the challenges of S&OP process, this thesis adds to existing fragmented literature on the S&OP process evaluation challenges by synthesizing and extending the existing knowledge. A framework has been developed which is founded on two key areas of process performance – S&OP process effectiveness and efficiency, and on various maturity levels of the process. Although several challenges were found for each maturity level, some challenges were observed occurring across more levels. Moreover, in this research, a context based framework for evaluation of external integration is proposed. The framework extends the previous SCI frameworks. It is founded on contextual factors which were considered by the studied cases when integrating with their SC partners. Furthermore, the factors were observed to promote establishment of an appropriate level of external integration. Each level consists of identified external integration activities. The thesis further contributes to the S&OP performance research by addressing the lack of process oriented frameworks for evaluation of the process performance. The proposed framework of measuring the S&OP process performance considers the five major steps of the process and their outputs as well as the output of the entire process. To reflect the process performance measures, the framework structures and defines effectiveness and efficiency measures and their relation to the process performance. The framework also conforms to the majority of the criteria for designing of appropriate performance measures. Finally, the major results of the thesis are synthesized and a framework is suggested of external integration and its effect on S&OP process performance. The framework considers the identified contextual factors, appropriate levels of external integration, and the S&OP performance measures the integration can have effect on. The thesis also discusses, alongside with the theoretical contributions, how the developed frameworks can support managers in evaluating their supply chain integration practices. Additionally, several opportunities for future research are outlined.

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Nikhalat-Jahromi, Hamed. "An operational model for liquefied natural gas spot and arbitrage sales." Thesis, Imperial College London, 2013. http://hdl.handle.net/10044/1/14634.

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As more buyers become interested in the spot purchase of liquefied natural gas (LNG), the share of spot trade in LNG business increases. This means that the cash flowing into the upstream of LNG projects is a combination of that generated by deliveries to long-term contract (LTC) customers and uncommitted product and arbitrage spot sales. LTC cash flows are more predictable while uncommitted product and arbitrage cash flows, affected by the dynamics of supply and demand, are more volatile and therefore less predictable. In this research, we formulate an inventory routing problem (IRP) which maximizes the profit of an LNG producer with respect to uncommitted product and arbitrage spot sales, and also LTC deliveries at an operational level. Using the model, the importance of arbitrage, interest rates and compounding frequency in profit maximization, and also the significance of interest rates and fluctuation in spot prices in decision-making for spot sales of uncommitted product are studied. It is proven that writing traditional LTCs with relaxed destination clauses which assist in arbitrage is beneficial to the LNG producer. However, in contrast to what was predicted neither the interest rate nor the compounding frequency has any importance in profit maximization when no change of selling strategy is observed. Apart from these, it is shown that there is a trade-off between the expectation of higher spot prices and the inventory and shipping costs in decision-making for spot sales of uncommitted product in the LNG industry. Finally, it is observed that the interest rate can affect the set of decisions on spot sales of uncommitted product, although the importance of such changes in profit remains to be further explored.

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Yalán, Curo Juan Luis Oswaldo, and Zevallos Humberto Jesús Portales. "Propuesta de mejora de la gestión de inventarios para una mype textil mediante la herramienta S&OP." Bachelor's thesis, Universidad Peruana de Ciencias Aplicadas (UPC), 2021. http://hdl.handle.net/10757/657648.

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En la actualidad, las micro y pequeñas empresas (mypes) tienen un nivel de representatividad muy alto en el mercado peruano. Dentro de todos los sectores de manufactura que existen para este tipo de organizaciones, el sector textil es uno de los que mayor impacto económico posee. En el Perú, las mypes textiles se constituyen bajo niveles muy altos de informalidad que ocasionan niveles de demanda que no siguen una tendencia histórica y además niveles producción e inventarios muy altos. Esto se debe principalmente a que no están correlacionados y tienen como resultado desbalances económicos muy perjudiciales. Ante ello, la herramienta Sales and Operations Planning cumple un rol fundamental para la optimización de estos niveles, donde los Pronósticos de Demanda serán alimentados por niveles históricos de ventas para determinar los niveles futuros con un porcentaje de error muy bajo. Una vez culminado ello, se determinarán los niveles óptimos de producción con el Plan Agregado y Plan Maestro de Producción que será la base para el Plan de Requerimiento de Materiales que determinará los niveles óptimos de existencias de materiales que serán adquiridos. Finalmente, una vez que los niveles de producción regulen los niveles de inventarios, se evaluarán los resultados mediante los indicadores de Rotación de Inventarios, Días de Inventarios y Retorno de Activos (ROA). At present, small and medium enterprises (SMES) have a very high level of representation in the Peruvian economy. Within all the manufacturing sectors that exist for this type of organization, the textile sector is the one that have the greatest economic impact. In Peru, textile SMES are made under very high levels of informality that cause demand levels that do not follow a historical trend and also very high levels of production and inventory. This is mainly due to the fact that they are not correlated and for that reason the result are many economic imbalances. For that reason, the Sales and Operations Planning (S&OP) tool plays a fundamental role in optimizing these levels, where the Demand Forecasts will be fed by historical sales levels to determine future levels with a very low error rate. Once this is completed, the optimal levels of production will be determined with the Aggregate Plan and Master Production Planning that will be the basis for the Material Requirement Plan, which will determine the optimal levels of stock of materials required. Finally, once the production levels regulate the inventory levels, the results will be evaluated using the Inventory Turnover, Inventory Days and Return on Assets (ROA) indicators. Tesis

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England, Dean. "Operational planning of discrete component manufacturing lines." Thesis, Loughborough University, 2004. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.416182.

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Hutton, Claude O. "3D battlespace visualization using operational planning data." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 2003. http://library.nps.navy.mil/uhtbin/hyperion-image/03sep%5FHutton.pdf.

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Thesis (M.S. in Computer Science)--Naval Postgraduate School, September 2003. Thesis advisor(s): Don Brutzman, Curtis Blais. Includes bibliographical references (p. 103-104). Also available online.

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Ithier, Jan P. "Synchronizing federal operational planning for national catastrophes." Thesis, Monterey, California : Naval Postgraduate School, 2010. http://edocs.nps.edu/npspubs/scholarly/theses/2010/Mar/10Mar%5FIthier.pdf.

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Thesis (M.A. in Security Studies (Homeland Security and Defense))--Naval Postgraduate School, March 2010. Thesis Advisor(s): Supinski, Stanley ; Morag, Nadav. "March 2010." Description based on title screen as viewed on April 28, 2010. Author(s) subject terms: Operational Planning, Synchronization Of Plans, Federal Planning, Planning for Catastrophes, Catastrophe Planning, Integrated Planning, Multi-Sector Planning, Federal Operational Plans, Agency Operational Plans, Department Operational Plans. Includes bibliographical references (p. 111-121). Also available in print.

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Hill, Roger M. "Lost sales inventory models." Thesis, University of Exeter, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.302560.

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Barbosa, Cesar Mangabeira. "DEMAND CHAIN MANAGEMENT: uma análise das práticas de gerenciamento da demanda no Brasil." Universidade de Taubaté, 2012. http://www.bdtd.unitau.br/tedesimplificado/tde_busca/arquivo.php?codArquivo=574.

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Este trabalho faz uma análise das práticas de gerenciamento da demanda no Brasil. O gerenciamento da cadeia de demanda é uma extensão do gerenciamento da cadeia de abastecimento e combina as forças de marketing com as competências de supply chain, incluindo as funções de planejar, comunicar, influenciar, priorizar e prever a demanda. O sucesso de uma empresa depende do gerenciamento da demanda como parte estratégica para direcionar as decisões do presente em direção a uma posição competitiva no futuro. O objetivo geral deste trabalho é realizar uma análise das práticas de gerenciamento da demanda no Brasil, com objetivos específicos de revisar a literatura, entender os princípios de previsão, conhecer os principais indicadores de desempenho e conhecer o modus-operandi do gerenciamento da demanda no Brasil. Quanto à classificação deste trabalho, é uma pesquisa survey com abordagem quali-quantitativa, nível de investigação aplicado e foco exploratório. Os dados foram coletados exclusivamente pela internet e o endereço da pesquisa ficou disponível na rede entre os dias 23 de janeiro de 2012 e 02 de abril de 2012, neste intervalo 50 pessoas responderam ao questionário. Entre os principais resultados a pesquisa mostrou que: (1) as empresas são capazes de acompanhar o processo de gerenciamento da demanda em 92% dos casos; (2) a técnica mais importante no processo de gerenciamento da demanda é a previsão estatística (63%); (3) a maior pressão que dirige o processo de gerenciamento da demanda é melhorar a receita (58%); (4) a principal ação estratégica para melhorar o processo de gerenciamento da demanda é aperfeiçoar as previsões (72%). Este estudo é relevante porque mostra o gerenciamento da demanda como módulo de acesso e link estratégico entre os sistemas de controle e planejamento da produção e o mercado, local onde ocorre a comunicação com os clientes seja para dar informações de promessas de entrega, confirmação ou alteração de pedidos. This paper makes an analysis of demand management practices in Brazil. The demand chain management is an extension of the supply chain management and combines the marketing forces with supply chain capabilities, including functions to plan, communicate, influence, prioritize and forecast demand. The success of an organization depends on the demand management as a strategic process to direct the present decisions toward a competitive future position. The overall goal of this work is to perform an analysis of demand management practices in Brazil, with specific objectives in the literature review, understanding the principles of forecasting, key performance indicators and know the modus-operandi of demand management in Brazil. Regarding the classification of this work, it is a survey research approach with qualitative and quantitative level of applied research and exploratory focus. Data were collected exclusively by internet and the survey address was available online between the 23th January 2012 and 2 April 2012, in this range 50 people responded to the questionnaire. Among the key findings, the survey showed that: (1) companies are able to track the demand management process in 92% of cases; (2) the most important technique in demand management process is statistical forecast (63%); (3) the highest pressure to drive demand management process is to improve revenue (58%); (4) the main strategic action to improve demand management process is to improve forecast (72%). This study is relevant because it shows the demand management module as a strategic link between access and control systems and production planning and marketing, where communication occurs with customers either to give information delivery promises, confirm or change applications.

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Vassiliades, S. "Traffic monitoring in an operational service network." Thesis, University of Hertfordshire, 1986. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.373446.

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The widespread introduction of Local Area Network (LAN) media has had profound implications for communications protocols. It is required that the campus network at Hatfield, which since 1981 has been based on the cambridge Ring, should take advantage of the properties of their LAN, should meet the demand of both new and traditional applications and should allow network interconnections. To show how these requirements might be met a review is given of the communications support provided elsewhere by data transportation protocols. Expansion is also required, but it may not be achieved unless appropriate planning decisions are made. Measurements which provide knowledge of typical traffic characteristics and quantities and of constraints or erroneous behaviour which may affect the decisions made are required. This information will allow modellers and planners to make predictions and estimates so that future demands can be met. A monitor tool has therefore been developed. It allows the traffic of the network to be monitored and measurements to be retrieved, displayed and analysed. A decentralized approach which provides an integrated measurement facility has been adopted. The design, and the decisions and constraints which influenced that design, are desribed. From the measurements gathered a comprehensive traffic characterization is provided. It relates traffic characteristics of different grains to applications, to system characteristics and to constraints. The measurement analysis therefore establishes a firm base from which predictions and estimates may be made. It also provides a base for comparisons, one which allows the effects of hardware and software changes to be observed and which also provides valuable information to both planners and modellers of similar and different environments. Implementation errors and erroneous behaviour are demonstrated and their cause is established. A bottleneck is identified, performance thresholds are determined and protocol modifications are suggested. Specific traffic characteristics are identified for particular applications and user groups, effects of different buffer sizes are considered and relationships between protocol efficiency and traffic patterns are discussed

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Gadzo, Adam, and Ardian Gecaj. "Kapacitet och kapacitesplanering i ett kundorderstyrt företag : En fallstudie vid Lindab AB i Götene." Thesis, Högskolan i Skövde, Institutionen för handel och företagande, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:his:diva-16228.

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Syfte: Syftet med rapporten var att bättre förstå vilka faktorer som har en inverkan på kapacitetsplaneringen samt de metoder som finns att tillgå gällande kapacitetsplanering. Utefter detta formulerades det tre stycken frågeställningar som studien avser att besvara: Vilka metoder inom kapacitetsplaneringen kan tillämpas i ett kundorderstyrt företag? Vad utmärker kapacitetsplaneringen i ett kundorderstyrt företag? Hur kan kapacitetsplaneringen förbättras utifrån fallföretagets nuvarande situation? Metod: För att besvara frågeställningarna och uppfylla studiens syfte valdes det att genomföras en fallstudie på Lindab Götene AB i Götene. Den första frågeställningen besvaras genom att identifiera relevant teori kring kapacitetsplanering och analysera dessa med empirin. Den andra frågan besvaras med hjälp av empirin där en nulägesanalys har genomförts som ger en inblick i fallföretaget samt den informationen om hur kapacitetsplaneringen tillämpas i fallstudieobjektet. Även här analyseras empirin med teorin. Den tredje frågan besvaras utifrån den analys och insamling av empiriskt material i nulägesbeskrivningen för att identifiera vad som kan förbättras angående kapacitetsplaneringen i en kundorderstyrd verksamhet. Den empiriska datan utgjordes utav intervjuer, dokumentstudier och observationer. Slutsats: I dagsläget sker kapacitetsplaneringen för hela företaget, författarna föreslår att fallföretaget tillämpar metoden kapacitetsbehovsprofiler då den möjliggör att planera kapaciteten per avdelning. Vilket skulle kunna ge en bättre uppfattning om hur beläggningen i produktionen ser ut utifrån fallföretagets förutsättningar. Ytterligare rekommendationer är att utföra tidsstudier för att säkerställa att korrekta operationstider finns tillgängliga som kapacitetsplaneringen baseras på för att inte över- eller underskatta graden av kapacitetsbehov. Uppföljning och återkoppling bör även göras för att se hur produktionen ligger till gentemot planeringen för att även skapa ett underlag för eventuella förbättringar som kan utföras, samt att skapa rutiner och se till att dessa följs. Purpose: The purpose of the report was to achieve a greater understanding over which factors have an impact on capacity planning as well as the methods available regarding capacity planning. Along this, three questions were formulated that the study intends to answer: Which methods within capacity planning can be applied in a customer-managed company? What distinguishes a capacity planning in a customer-managed company? How can capacity planning be improved in the business case based on the current situation? Method: In order to answer the questions and fulfil the purpose of the study, it was decided to conduct a case study at Lindab Götene AB in Götene. The first question is answered by identifying relevant theory about capacity planning and comparing them with empiric materials. The second question is answered with the help of the empirics where a current situation analysis has been conducted that gives an insight into the case company and the information on how capacity planning is applied in the case study. The theoretical and empirical material are analysed as well. The third question is answered on the basis from the analysis and collection of empirical material in the current situation description to identify what can be improved regarding capacity planning in a customer-ordered business. The empirical data consisted of interviews, documentary studies and observations. Conclusion: Today the capacity plan is created for the whole company as one unit, the authors are suggesting that the business case applies the method capacity bills which makes it possible to plan capacity for each division. Thus, creating a better chance of understanding the current situation in the production. Further recommendations are such as conducting time studies to ensure that correct operational times are available which capacity planning is based on, this for not under- or overestimate the need of capacity. Follow-up and feedback should be done to see how the current situation of the production is against the production plan, also to create a ground for potential improvements that can occur. Creating routines and making sure that they are followed.

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Ercetin, Askin. "Operational-level naval planning using agent-based simulation." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 2001. http://handle.dtic.mil/100.2/ADA390332.

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Thesis (M.S. in Modeling, Virtual Environments and Simulation (MOVES))--Naval Postgraduate School, Thesis advisors, Michael Zyda, John E. Hiles. Includes bibliographical references (p. 103). Also Available online.

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Diaz, Andres. "Heuristics in Global Combat Logistics Force Operational Planning." Thesis, Monterey, California. Naval Postgraduate School, 2010. http://hdl.handle.net/10945/5456.

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Approved for public release; distribution is unlimited The United States Navy (USN) globally deploys to protect and sustain a peaceful international system of interdependent trade, information and social networks through a spectrum of capabilities, including humanitarian aid missions, multinational engagement, maritime domain awareness, and combat operations. In order to sustain maritime forces at sea, the Combat Logistics Force (CLF) provides logistical support via Underway Replenishments (UNREP) that maximizes deployed battle group on-station-time and endurance. We present an operational planning tool that uses a heuristic algorithm to plan Combat Logistics Force shuttle ship schedules to support forward deployed U.S. Navy battle groups operating globally. This algorithm prioritizes each battle group's replenishment requirements based on supply and determines an effective Combat Logistics Force shuttle ship pairing to execute at-sea replenishment. This determination is based on a variety of factors including range between shuttle ship and battle group, on hand commodity levels, and shuttle availability. The Replenishment-At-Sea schedules provided by the heuristic are face-valid, and can be used as initial feasible solutions for more complex and time-consuming algorithms.

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SOUZA, PRISCILA MARTINEZ DE. "COLLABORATIVE DEMAND PLANNING: INTEGRATION WITH IMPROVED OPERATIONAL PERFORMANCE." PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2013. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=22027@1.

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Este trabalho acadêmico tem como objetivo oferecer um guia de planejamento de demanda para uma indústria de médio porte por meio de colaboração de várias áreas dos processos decisórios, tais como departamentos chave da empresa, fornecedores e clientes. Propor metodologia formal para ajudar no balanceamento da oferta e demanda, promover a troca de informações dentro e fora da organização, otimizar o uso de recursos materiais e financeiros, e consequentemente, melhorar o resultado do retorno sobre o investimento. Observa-se no mercado que as pesquisas e práticas de planejamento colaborativo de demanda são direcionadas apenas para as grandes organizações, deixando assim as demais empresas sem referência. Logo, este trabalho tem a pretensão de contribuir com as empresas de médio porte, oferecendo soluções adaptadas para tratamento das causas das dificuldades e falhas de planejamento da demanda. A dissertação baseou-se em estudo de caso, dados de fontes primárias extraídos de sistemas de informação da empresa em estudo, entrevistas com funcionários envolvidos neste processo, visitas in loco para observação direta, e pesquisas bibliográficas que proporcionaram fundamento teórico. O foco da proposta de melhoria fundamenta-se nos conceitos e práticas de Sales and Operations Planning (SeOP) ou Planejamento de Vendas e Operações, como planejamento colaborativo interno para melhoria da conexão das áreas funcionais da empresa. O planejamento colaborativo externo para aperfeiçoamento da interface da empresa com fornecedores e clientes completa a proposta por meio dos conceitos e práticas adaptadas do Collaborative Planning, Forecasting and Replenishment (CPFR) ou Planejamento Colaborativo, Previsão e Reabastecimento. This academic work is intended to provide a guide for planning demand for a medium size industry through collaboration in various areas of decision making, such as key company departments, suppliers and customers. This Masters thesis proposes a formal methodology to assist in balancing supply and demand, promotes the exchange of information within and outside the organization, optimizes the use of material and financial resources and consequently improves the return on investments. It is observed in market research and planning practices thats collaborative demand is directed only to large organizations, thus leaving other companies without reference. Therefore, this work intends to contribute with midsize companies, offering solutions tailored to treat the causes of the difficulties and failures of demand planning. The dissertation was based on a case study data from primary sources drawn from the information systems of the company under study, interviews with officials involved in this process, site visits for direct observation, and literature searches that provided theoretical foundation. The focus of the proposed improvement is based on the concepts and practices of Sales and Operations Planning (SandOP), and collaborative planning to improve the internal connection of the functional areas of business. Collaborative planning for improving the external interface with the companys suppliers and customers complete the proposal through the concepts and practices adapted from the Collaborative Planning, Forecasting and Replenishment (CPFR).

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Diaz, Andres. "Heuristics in global combat logistic force operational planning." Monterey, California : Naval Postgraduate School, 2010. http://edocs.nps.edu/npspubs/scholarly/theses/2010/Mar/10Mar%5FDiaz%5FAndres.pdf.

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Thesis (M.S. in Operations Research)--Naval Postgraduate School, March 2010. Thesis Advisor(s): Carlyle, W. Matthew. Second Reader: Burson, Patrick. "March 2010." Description based on title screen as viewed on April 26, 2010. Author(s) subject terms: Optimization, Navy Logistics, Operational Logistics, Navy Mission Planner, Combat Logistics Force Planner, Ship Scheduling, Optimization Decision Aid, Combat Logistics Force, Heuristics. Includes bibliographical references (p. 53). Also available in print.

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El-Kassar, Gamal Mohamed. "Economic planning and operational control of an irrigation project." Thesis, University of Newcastle Upon Tyne, 2002. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.393875.

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White, Denise L. "Operational Planning and Scheduling in the Outpatient Clinic Environment." University of Cincinnati / OhioLINK, 2010. http://rave.ohiolink.edu/etdc/view?acc_num=ucin1276527552.

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Kloos, Konstantin [Verfasser], and Richard [Gutachter] Pibernik. "Allocation Planning in Sales Hierarchies / Konstantin Kloos ; Gutachter: Richard Pibernik." Würzburg : Universität Würzburg, 2020. http://d-nb.info/1223851257/34.

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Fakharzadeh-Naeini, Hossein. "Integrated Tactical-Operational Supply Chain Planning with Stochastic Dynamic Considerations." Thèse, Université d'Ottawa / University of Ottawa, 2011. http://hdl.handle.net/10393/20439.

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Integrated robust planning systems that cover all levels of SC hierarchy have become increasingly important. Strategic, tactical, and operational SC plans should not be generated in isolation to avoid infeasible and conflicting decisions. On the other hand, enterprise planning systems contain over millions of records that are processed in each planning iteration. In such enterprises, the ability to generate robust plans is vital to their success because such plans can save the enterprise resources that may otherwise have to be reserved for likely SC plan changes. A robust SC plan is valid in all circumstances and does not need many corrections in the case of interruption, error, or disturbance. Such a reliable plan is proactive as well as reactive. Proactivity can be achieved by forecasting the future events and taking them into account in planning. Reactivity is a matter of agility, the capability of keeping track of system behaviour and capturing alarming signals from its environment, and the ability to respond quickly to the occurrence of an unforeseen event. Modeling such a system behaviour and providing solutions after such an event is extremely important for a SC. This study focuses on integrated supply chain planning with stochastic dynamic considerations. An integrated tactical-operational model is developed and then segregated into two sub-models which are solved iteratively. A SC is a stochastic dynamic system whose state changes over time often in an unpredictable manner. As a result, the customer demand is treated as an uncertain parameter and is handled by exploiting scenario-based stochastic programming. The increase in the number of scenarios makes it difficult to obtain quick and good solutions. As such, a Branch and Fix algorithm is developed to segregate the stochastic model into isolated islands so as to make the computationally intractable problem solvable. However not all the practitioners, planners, and managers are risk neutral. Some of them may be concerned about the risky extreme scenarios. In view of this, the robust optimization approach is also adopted in this thesis. Both the solution robustness and model robustness are taken into account in the tactical model. Futhermore, the dynamic behaviour of a SC system is handled with the concept of Model Predictive Control (MPC).

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Ogweno, Donald C. Oyugi. "Integrated optimization of operational and tactical planning for log production." Thesis, University of Canterbury. Forestry, 1995. http://hdl.handle.net/10092/7206.

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Log merchandising, which involves scheduling of stand harvests, planning stem conversion strategies, and market planning for logs, are some of most important decisions made in the management of a resource. Much research attention has focused on developing modelling methodologies for components of log merchandising decision making. However, many planning approaches either do not have the capability to solve these decisions in an integrated manner, or are suitable for making integrated decisions, but only for single time period. Non integrated and single period models cannot be used for evaluating trade-offs between timing of stand harvest and stem conversion strategies in a flexible manner. As a Consequence, such systems can fail to identify merchandising strategies which offer the greatest opportunity benefits. There are two separate considerations in the integration of such plans. The first is the integration of planning across all temporal levels of decision making, while the other is integration of log production planning for all the stands in a forest estate. In this study, a planning framework was adopted which enables the log merchandising decisions to be solved in an integrated manner. The adopted modelling framework comprises three hierarchical levels: a medium term tactical model, a short term tactical model, and an operational scheduling model. The medium term tactical model is similar to the many harvest scheduling models in forestry literature, and addresses issues of sustainability of production, regulatory requirements, and preliminary scheduling of log production over a medium term horizon. The short term tactical model dissaggregates the medium term plan into detailed production plans, with stands, group of logging settings, or logging settings as the production units. The model also addresses issues of harvesting system availability, and the optimal location of landings. This model was not developed in the study, but a modelling approach recommended for solving this level is a mixed integer model based on facility location theory, interfaced to a Geographical Information System (GIS) for generating feasible logging layouts and for presentation of reports. The operational allocation model solves for optimal scheduling of harvesting systems to production units (settings), and also develops detailed log mix production and allocation plans. The problem is formulated as a mixed integer model, with the integer variables representing possible crew allocations, and is solved with commercial mathematical programming packages. The models are integrated with the hierarchical planning paradigm, in which separate models are developed for each decision level with higher level plans forming part of constraints to plans at the lower levels. A yield description system was developed, which enables the evaluation of log production plans to be conducted in an integrated fashion. The method involves estimating the yield potential of a stand by a few aggregated stem quality classes with a bucking model. The values of the log classes used to specify product preferences in the evaluation, are defined as those which yield maximum volume of a class, without leading to a reduction in the yield of higher quality classes. Planning of outturn from each stand is then determined by dissaggregating the log quality class into market log types with similar quality requirements, the formulation for which is built into optimization models for the various decision levels. In the determination of log mix to be produced, downgrading is employed as a marketing strategy and for balancing demand and supply by log assortments, a capability that is built into the models. A method was developed for controlling outturn during field implementation. The method involves the iterative revision of log specification variables for each stand, to determine new ones that lead to a satisfactory realization of log production targets. When used in field implementation, the new specifications should result in improved achievement of log production targets, and in reduced variability in the quality of material of each log assortment in a shipment. The modelling system was demonstrated and tested with an indicative case study. The results demonstrate the major advantages of the integrated planning system, which are the simplicity of model structure, and the feasibility of plans developed at the different planning levels. The yield description and outturn optimization system, when used with the outturn control method, provides plans that are feasible, and which can be used to manipulate the quality of log shipments in an easy and flexible manner. This capability has not been evident in planning approaches reported in the literature. The integrated log merchandising methodology developed in this study can be easily adapted for use with existing planning systems. There is need for further work on the development of the short term tactical model, in order for the framework to provide fully integrated plans. The method, however, requires further testing and comparison with alternative planning techniques, in order to fully document its potential.

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