Thank you for accepting to participate in this research.
This research is being carried out by Cranfield University amongst leading companies in France, Germany and the UK. If you are part of a multinational organisation, please complete the questionnaire with respect to your local business unit, NOT the organisation as a whole.
All data collected will be treated with the strictest of confidence. This questionnaire has been designed to take approximately 30 minutes to be completed. Please take time to consider your answers, the more accurate the answers, the better the output will be.
After completing the questionnaire, a summary of the findings will be provided by October 2006. This document will offer practical observations and activities which can be engaged to improve the Sales and Operations Planning (S&OP) process.
Sincerely,
Bryn W. Sharp
Sandra U. Ngueveu
Cranfield University Please enter or paste here one of the codes assigned to your company.
Section 1: Company Background
Note: If your company is part of a multinational organisation please answer the following questions with respect to your local business unit and NOT the organisation as a whole.
How many years have you been working in your current department? How many years have you been working for your current employer? 2. How many people does your local business unit employ? If you are part of a multinational organisation please consider only your business unit. 3. What is your local business unit's current turnover in GBP (millions)? 4. How many finished products does your business unit produce per week?
(Where a product is classed as a single unit or item of production ready to leave the factory e.g. a fruit juice manufacturer would answer the number of cans that come off the end of the production line per week.) 5. Approximately, how many stock keeping units (SKUs) does your business unit operate with? 6. What is the average customer order lead time of your business unit's major products?
(Where lead time is classed as the time between when a customer places an order to when the customer receives the order. And where Customer is classed as the next recipient in the supply chain e.g. a dealer network.) 7. With regard to S&OP, how many product families or groups (the highest level of aggregation) does your local business unit operate with? 8. In general, the variation from normal customer order patterns is: 9. How much change in the normal customer demand pattern would you estimate easy for your business unit to cope with within the different periods of time? 10. How often would you estimate the following amount of change happens in the normal customer demand pattern? 11. Please select which statement best describes, IN GENERAL, the level of supply chain integration your business unit has with its largest proportion of Suppliers. 12. Please select which statement best describes, IN GENERAL, the level of supply chain integration your business unit has with Final Customers. Production / Manufacturing / Operations 14. How often does the S&OP team formally hold its formal meetings? 15. What is the planning horizon used at S&OP meetings? 16. How often does your local business unit provide financial reports to its stakeholders?
17. For each of the four sections below, please select which statement best describes the culture of your company
Section 2: Analysis & Design
This stage starts when the need for S&OP is realised by a company and finishes when the general manager understands what should be communicated and to whom about S&OP to enable its successful implementation.
The objective of this stage is to construct a framework upon which all of the characteristics of the S&OP process can be built around.
Were you involved in the Analysis & Design phase of the S&OP evolution?
Section 2: Analysis & Design
Note: Please answer the following questions keeping in mind your opinions / perceptions at that point in time. 1. Where did the S&OP idea come from? 2. How much do you agree that the following activities were executed during the Analysis and Design phase of the S&OP process? 3. What, if any, supporting IT systems were adopted during the Analysis and Design phase? 4. How many representatives of the following departments were involved in the Analysis and Design phase?
5. How much do you agree that there were sufficient numbers of representatives present from each of the following departments during the Analysis and Design phase? 6. Was a formal procedure used to sign off the Analysis & Design phase of the S&OP process? 7. What percentage of the roles responsible for the Analysis and Design of S&OP are, as of today, still involved in its Operation and Running?
8. Please provide some detail with respect to the following aspects of the Analysis and Design phase of the process:
The most successful aspect The least successful aspect What would you do differently, and why, given hindsight? 9. Please select any support you received for the Analysis and Design phase of the S&OP evolution.
Section 3: Implementation
This phase starts when the participants responsible for the design stage agree that the framework is appropriate. It finishes when all those participants involved in the S&OP evolution understand what has to be done, why it has to be done, how it will be realised within the business unit and do not need any support to carry out their responsibilities.
The process becomes a routine, is fully integrated into the business operations and is considered business as usual. Were you involved in the Implementation phase of the S&OP evolution?
Section 3: Implementation
Note: Please answer the following questions keeping in mind your opinions / perceptions at THAT point in time.
1. How much do you agree that the following activities were executed during the Implementation phase of the S&OP evolution? 2. Considering any training that you received during the Implementation phase, which of the following statements describes best your ability after its completion? 3. How would you rate the provision of tools that enabled the facilitation of the following? 4. How would you rate the level of commitment and support that was available during the Implementation phase from the following departments? 5. How much do you agree with the following statements describing how you felt at the end of the implementation phase?
6. Please provide some detail with respect to the following aspects of the Implementation phase of the process:
The most successful aspect The least successful aspect What would you do differently, and why, given hindsight? 7. Please select any support you received for the Implementation phase of the S&OP evolution.
Section 4: Running and Maintenance
The scope of this stage considers the perpetual cycle (typically monthly) of the S&OP process. This cycle begins with updating and distribution of data relating to actual sales, production, inventories etc. that enables departmental plans to be generated. The outcome of the cycle is an executive S&OP meeting where decisions have been made and consensus reached.
The objectives of this cycle are:
- To support and measure the business plan by flexing up and down resources to meet the business plan in a cost effective fashion.
- To ensure plans submitted are realistic and mutually supported.
- To move the company away from a reactive response towards a more proactive focus.
- To setup a feedback system that ensures the Running the S&OP process continues successfully and is adequately supported by top management.
Are you involved in the Running & Maintenance phase of the S&OP evolution?
Section 4: Running and Maintenance
Note: Please answer the following questions with respect to how the S&OP process is currently being run ant maintained in your business unit.
1. How would you rate the importance of the following activities when carrying out the S&OP cycle? 2. How would you rate the attendance of the following departments at S&OP meetings? 3. Considering the S&OP meeting itself, which of the following characteristics would you want to improve? Please rank a minimum of 3 in order of preference. Agenda / structure Reporting format Schedule Minutes Handling conflict Listening skills Ability to reach consensus Honesty Atmosphere Meeting attendance Pre-S&OP meeting preperation Senior management involvement 4. Please briefly list any useful tools you don't currently have that you feel would be of beneficial use in the running of the S&OP process. 5. How would you rate the quality of the data generally available when compiling reports before the S&OP meeting? 6. Approximately, how much time do you spend preparing for the formal S&OP meeting including any time spent in pre-S&OP meetings? Briefly describe the main tasks and activities that you carry out in this time.
10. Please provide some detail with respect to the following aspects of the Operation and Running phase of the process:
The most successful aspect The least successful aspect What would you do differently, and why, given hindsight? 11. Please select any support you are receiving for the Operation and Running of your S&OP process. 12. What level of recognition have you received / did you receive for your contribution to the evolution of S&OP? 13. Approximately how often do you reconsider (feedback, review and change if necessary) the following elements to ensure the S&OP process remains valid?
Section 5: Further Research
1. Would you be prepared to be involved in an on-site interview (at your premises) to help strengthen the research findings, thus enabling you to benefit from more detailed findings? 2. If you have been filling this questionnaire on the behalf of someone else, please enter your personal information How long I have been working at the current position (in years) How long I have been working for the current employer (in years) |
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