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Demand Management Training
One Day Course for Manufacturing & Distribution
Companies
PERSPECTIVE
The need to gain a competitive advantage.
What is Sales Planning and Demand Management? Why must we do it? How and when
should it be done? Who should do it and who is it done for? How does it relate
to our Manufacturing and Distribution Strategies? How do we ensure the plan is
executed?
DEMAND PLANNING
How does the Sales Plan link to our
Business Plan? A process, not an algorithm. The Sales Planning/Production
Planning parallel - the Forecasting Pyramid. The role of the Demand Manager.
What is valid data? Sales Planning as a management continuum - annually,
monthly, weekly. Sales Planning as a continuum itself - Bookings Review,
Monthly Operations Review, Performance Measurement.
LINKS WITH MANUFACTURING STRATEGIES
How long will the
marketplace wait for delivery? Techniques for Make-to-Stock, Assemble-to-Order,
Make-to-Order and Engineer-to-Order strategies. Communicating the objectives of
the strategies. The Available-to-Promise tool. Abnormal Demand and Managing
Change.
DISTRIBUTION RESOURCE PLANNING
The evolution of
Dependent Demand logic. The differing roles but common objectives of DRP and
MRP. Extending Dependent Demand logic through to the end customer and the base
supplier. Extended time-phased planning. The Monthly Operations Review in a DRP
environment. Using DRP output in physical distribution system planning -
transport, labor, space, cashflow. The bottom line for distribution companies.
DRP VERSUS RE-ORDER POINTS
Push versus Pull. Time-based
and Quantity-based. What Re-Order Points do to us, not for us. What DRP would
have done. Visibility is the key. Link to the Master Schedule.
MAKING SENSE OF DEMAND
Minimizing the uncertainty.
Statistical, judgmental and composite approaches. The imperative for an
estimate of Forecast error. It's a Team Game. The need for feedback.
PRODUCT LINE CHANGES
New product introductions. Line
extensions. Promotional lines. Pricing and Margin changes. Line deletions. The
management of contract/project supply. Probability analysis in the bookings
review process.
IMPLEMENTATION
The role of the computer, the role of
people. Education is the cornerstone. The need for a corporate focus. Making
the hard decisions. The need for a rational product range. Your intention
matched by the applications of resources.
CONCLUSIONS
The enhanced influence of Sales and
Marketing - the obligations attendant with this enhanced role. Why forecasts
fail. How to cope with inaccurate forecasts. Common corporate objectives. The
principle: Forecast the sale and then sell the forecast.
RECOMMENDED AUDIENCE
All persons involved in the Sales
Planning process - Marketing Managers, Sales Manager (both National and
Regional), Product Managers, the Demand Manager, the Order Entry Manager.
Additionally, the "Customers" of the Sales Plan - The Distribution Planner and
the Master Scheduler. In a project related business, those people responsible
for negotiating and coordinating supply.
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CALL TODAY FOR MORE INFORMATION
800-654-7990 |
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