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.

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.

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.

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.

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.

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.

Yes / Demand forecasting is critical to sales and operations planning (S&OP) but the effects of sales promotions can be difficult to forecast. Typically, a baseline statistical forecast is judgmentally adjusted on receipt of information from different departments. However, much of this information has either no predictive value or its value is unknown. Research into base rate discounting suggests that such information may distract forecasters from the average uplift and reduce accuracy. This was investigated in situations where forecasters could adjust the statistical forecasts for promotions via a forecasting support system (FSS). In two ecologically valid experiments forecasters were provided with the mean level of promotion uplift, a baseline statistical forecast, and quantitative and qualitative information. The forecasters were distracted from the base rate and misinterpreted the information available to them. These findings have important implications for the design of organizational S&OP processes, and for the implementation of FSSs.

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.

電線電纜產業之個案研究 / The importance of supply chain management continues to grow as managers increasingly understand how effective supply chains enhance the ability to compete effectively in the market place. This paper presents a case study of a wire & cable manufacturing firm in China that undertakes its journey of supply chain management (SCM) transformation through Sales and Operations Planning (S&OP) project implementation. The aim was to provide a real-life case example of a supply chain improvement process as presented from a practitioner’s perspective. A supply chain division was just newly established in the case study company and its supply chain journey was still in its infancy, and that made the company’s transformation process become very challenging. Unlike a traditional case study report focusing on a single project implementation only, this paper describes the whole improvement cycle starting with underlying supply chain issues identification and prioritization throughout the processes of project selection and implementation. This study exemplifies how a company finalized and realized its supply chain strategic direction through a systematic approach. Supply-Chain Operations Reference (SCOR) model was used in the beginning to conduct a high-level assessment on supply chain opportunities and various brainstorming tools were applied in order to identify the issue with the greatest impact to the organization. Sales and Operations Planning or S&OP is another key element, and a thorough literature review supplemented with practical application is demonstrated in this paper. Little information technology application is presented. Instead, this case focuses more on change management and business process engineering.

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.