La Planification de La Supply Chain - Par Caroline Mondon - iCompetences SCM2013

7/28/2019 La Planification de La Supply Chain - Par Caroline Mondon - iCompetences SCM2013

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CarolineMONDONCFPIM,CIRM,CSCP

Laplanifica*ondelaSupplyChain:retourd'expérience,miseenplacedusystèmedeplanifica*onAPICSdans3usinesautomobiledeCasablanca

Objec7f1:commentdécloisonnerlesfonc7onscommerciale,produc7on,achat,finance,RH

Objec7f2:commentmereenplacelelangageetlesobjec7fscommunsdelaplanifica7on

objec7f3:commentcalculeretvaloriserleretourd'inves7ssementd'unsystèmede

planifica7on



Caroline MONDON CFPIM, CIRM, CSCP• Plant Manager in 2 medium size businesses :

• Design & manufacture of robots for the nuclear industry and of electronic

equipment for the train industry

• Supply Chain Manager (part time in several small businesses) :

• Start the department : implement S&OP, MPS, MRP, recruit the teams

• Supply Chain & Logistics Director for 10 plants in 7 countries

(Maghreb and East of Europe)

• Manufacture of wiring systems for the automotive industry

• APICS Instructor since 1994: CPIM and CSCP certifications

• President of the French APICS International Associate

• Author of a best selling business detective novel

that introduces the APICS BSCM course :

“the missing link”. Inspired from “The Goal” by Goldratt.

Trainer of The Fresh Connection since 2010 in 4 continents

for a multinational company of the automotive industry

2



Laplanifica*ondelaSupplyChain:retourd'expérience



Demand Chain Planning

Didyoujointhe

managementteamor

thefirebrigade?

Laplanifica*ondelaSupplyChain:retourd'expérience



5

● Functional silo approach

● Ineffective behaviour

● Fire fighting

● Lots of ad-hoc meetings

● Lots of effort, little reward

● Key decision making forum

● Manage together

● Routine things done routinely

● Issues addressed early –

efficient response &

anticipation

oneconsensusplan

Sales:we can sell 200

Marketing:

the promotion

will sell 400

Manufacturing: they will

only sell 150

Finance:

we have

budget of 300

Source:RedPepper,ModifiedE&Y,1999



6

SALES AND OPERATIONS PLANNING

BUSINESSPLAN

PRODUCTIONPLAN

MASTERPRODUCTION

SCHEDULE

MATERIALREQUIREMENTS

PLAN

SEQUENCER

MARKETINGPLAN

SALES PLAN(forecast +

demand)

RESOURCEREQUIREMENTS

PLAN

ROUGH CUTCAPACITY PLAN

CAPACITYREQUIREMENTS

PLAN

BUSINESSPLAN

Demand Capacity Planning system content

LOGISTICS BOXYESTERDAYCONSUMPTION

BACKLOG

SUPPLIER

Perfamilyofenditem

(vehicule,plant..)

Perfamilyofenditem

(dashboard,doors,roar..)

Perenditem(averagemix

ofthenextfewweeks)

Perenditem

(replenishmentofmixof

consump7onofyesterday)

Objec*f1:commentdécloisonnerlesfonc*onscommerciale,produc*on,

achat,finance,RH



• Global leader and premier source of the body of knowledge in

Operations Management, including :

•

Production, Inventory, Supply Chain, Purchasing, and Logistics.• International Affiliates in 30 countries, 120 000 ever certified

since 1973

• 2 certifications:

• CPIM Certified in Production and Inventory Management, 98 000 ever certified since 1973, 23 000 currently certified (= maintenance

program), 21 000 in 2012 (54% outside North America)

• CSCP Certified Supply Chain Professional, 13 000 certified since

since 2007, 3 100 in 2012 (63% in North America)

Objec*f2:commentmereenplacelelangageetlesobjec*fscommunsde

laplanifica*on



Encouragerlesparcoursd’expertsna7onaux

9surles1

françaisontété

accompagnés

parFapics

depuis2009

hp://www.apics.org/

instructorcenter/instructor-

development-program

Objec*f2:commentmereenplacelelangageetlesobjec*fscommunsde

laplanifica*on



9

SALES AND OPERATIONS PLANNING

BUSINESSPLAN

PRODUCTIONPLAN

MASTERPRODUCTION

SCHEDULE

MATERIALREQUIREMENTS

PLAN

SEQUENCER

MARKETINGPLAN

SALES PLAN(forecast +

demand)

RESOURCEREQUIREMENTS

PLAN

ROUGH CUTCAPACITY PLAN

CAPACITYREQUIREMENTS

PLAN

BUSINESSPLAN

Demand CapacityPlanning systembenefits

LOGISTICS BOXYESTERDAYCONSUMPTION

BACKLOG

SUPPLIER

Implementcompanystrategy

IncreaseEbitofBU

Increaseglobal

produc7vityofplant

Op7mizesupplies

Reduce

inventories

RETURNofInvestment:

Reducewastes

objec*f3:commentcalculeretvaloriserleretourd'inves*ssementd'un

systèmedeplanifica*on



objec*f3:commentcalculeretvaloriserleretourd'inves*ssementd'un

systèmedeplanifica*on



SeriousGame

Whatisit?

• TheFreshConnec7onisaseriousgamebuiltaroundacross

func7onalbusinesssimula7on

• Youplayinremoteforpermanentaccesstorealis7cdatas

andforimmediatecalcula7onoffinancialresult



ASupplyChainandits

tradi7onalconflicts

• Lowestpurchaseprice

• Fulltruckloads

• Highu*liza*on%

• Longruns–minimize

changeovers

• Lowunitcosts

• Highservicelevel

• Safetystocks

• Highinventoryturns

• Maximumflexibility

FinishedproductComponents

Supply Produc*on Distribu*on

VPSupplyChain

VPPurchasing VPOpera*ons VPSales



S&OP is business

planning in 5 steps…

Sales andOps Planning

Meeting

Reconcile withfinancial plans

Supply

Reconciledemand and supply

Demand

From Forecasting toDemand Shaping

From Capacity Planning to

Supply Network trade offs &

design

“What if?” Rather than

“Yes/No”

Getting the right info to

make decisions into the

last 60 minutes of the

process

Source: Deep Parekh, Partner, Equus Group, LLC

Documents

La Planification de La Supply Chain - Par Caroline Mondon - iCompetences SCM2013