Matching Demand with Monthly Operating Expense

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What Is Capacity Planning?

Longer-term action items involving analysis that will take multiple meetings to complete should be tabled for a later meeting. Finally, the group will want to review future meeting dates and the upcoming months' activities, reiterating the importance of accountability for the action items. Modification and communication of consensus demand and supply plans. Once the cross-functional team has agreed on the high-level sales and operations plans, specific changes to demand and supply plans follow.

The operations team must alter production plans, distribution strategies, and transportation activities as necessary. The meeting minutes are created and distributed. The executive team reviews performance and plans, including team performance versus goal and budgets. Discussion of expected sales, production, and inventory, including forecast scenarios upsides and downsides occurs. The executive team reviews the decisions, resolves any disputes, and makes clear policy decisions. Hitting the Bottom Line The principal benefit of the Sales and Operations Planning process is improved bottom- line performance: Improved customer service, reduced inventories, and more efficient production are the primary quantitative benefits.

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An additional and important result, but one that isn't easily quantified, is that the process encourages and contributes to enhanced teamwork at both the top-management and middle-management levels. The benefits from sales and operations planning have been significant and con tinue to grow. Some of our business units have experienced a 20 percent improvement in inventory with a 25 percent improvement in customer service levels while costs have decreased!

Following a sales and operations planning process enhances a company's flexibility to respond to customer needs and to ship on time and complete more often. Changes in production schedules can be made less radically, operating with less cost and less negative impact on the work force. Inventories and order backlogs can be managed proactively to support the company's delivery and lead-time objectives. Consequently, companies have been able to simultaneously improve customer service, reduce inventories, shorten customer lead times, and control costs.

Balancing Demand and Supply with Effective Sales and Operations Planning

To be an effective process, this collaboration must involve communication and negotiation between sales, marketing, purchasing, distribution, manufacturing, and senior management. The challenge is establishing a process to enable informed, collaborative decision- making that results in a balanced demand and supply plan.

Companies must first overcome unproductive meetings. Representatives from the business areas use the meeting as a time to discuss general, non-critical information. All information regarding sales and operations that is not in conflict with the current plan should be disseminated and reviewed prior to the meeting.

The second common issue is the lack of integrated, flexible planning and measurement tools to support continuous improvement. Often, data is from multiple disparate systems and may be represented in different time buckets and different levels of aggregation. It is not easily and quickly accessed, nor is it easily merged into usable management reports.

Participants in the meeting spend an excessive amount of time retrieving the data and developing effective reports to be reviewed in the meeting. The third common difficulty is a lack of accurate planning information. When a team is setting the overall level of manufacturing output and other activities to best satisfy the current planned levels of sales, it is critical to have particularly accurate forecast and resource capacity projections. Because of limitations in many planning tools, often the forecast and operations plan are unachievable given the available resources.

According to Gartner Group in their article, Demand Planning in Unlike a Demand Planner who focuses on long-term order management, [6] the Demand Controller is responsible for short-term order management, focusing specifically when demand exceeds supply or demand appears to be less than planned, and engages sales management in both situations. The Demand Controller works across multiple functions involved in the supply and demand processes, including demand planning, supply planning, sales, and marketing. Planning demand involves a full multiple-view process or work flow; including statistical forecast as a baseline from clean "demand history" [not shipments], using the most effective statistical models.

Kai Trepte developed the Microsoft Excel add-in "Forecast X" to provide practitioners with a workstation capability to assess the best matches between data and forecast models. Increasingly "predictive forecasts" have moved from a limited use to becoming best practice for more companies. Baseline forecasts are typically developed by demand planners and analysts, who may be regional or centrally located. They work under the guidance of the demand manager.

Baseline forecasts are communicated to members of the demand management team. This usually includes regional sales leaders, market managers, and product managers. The team may include customer service leads who manager orders under service agreements with customers and have direct insight into customer demand. For major retailers this is often point of sale data provided to suppliers. Thus, proper forecast and sizing of demand is required in order to deliver a stable and effective technology environment.

From Wikipedia, the free encyclopedia. This article needs additional citations for verification. Please help improve this article by adding citations to reliable sources. Unsourced material may be challenged and removed. June Learn how and when to remove this template message. Supply Demand Chain Executive. Demand Management Best Practices. Retrieved from " https: Economic planning Demand Supply chain management.

Articles needing additional references from June All articles needing additional references All articles with unsourced statements Articles with unsourced statements from April Views Read Edit View history. Low-capacity teams have idle time on their hands, which is particularly troubling for agencies, consultants, or anyone who bills for their time granted, not all non-billable hours are created equal. Teams that are over capacity must contend with long and difficult hours, while management is often forced to hire expensive contractors, pay employee overtime, or deliver lower quality work to the client.

There are three principle methods to approach capacity planning. Each method is based on reacting to or planning for market fluctuations and changing levels of demand.

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Matching is a strategy that involves monitoring the market for demand increases and decreases on a regular basis. Capacity is then changed to match demand. Matching capacity is considered to be a moderate strategy that requires near-constant, incremental adjustments.


It can require a considerable amount of work, but it is a low-risk strategy that is ideal for many organizations. As its name suggest, the lag strategy involves waiting until there is true demand before adding additional capacity. This method virtually ensures the lowest possible staffing costs but can lead to the loss of potential customers, if there is not enough talent on hand to deliver products or services. Lead capacity planning is the most radical of the capacity planning strategies, as it involves changing capacity in anticipation of market demand.

Hiring can be a slow process, and lead capacity planning allows organizations to be prepared for growing or rapidly evolving markets.

Demand management - Wikipedia

When demand increases, businesses that successfully deploy lead capacity planning will be ready to meet client needs. Granted, incorrect or off base assumptions by management can result in overstaffed teams and have a significant negative impact on the bottom line. How much available employee capacity does your organization have?

Matching Demand with Monthly Operating Expense Matching Demand with Monthly Operating Expense
Matching Demand with Monthly Operating Expense Matching Demand with Monthly Operating Expense
Matching Demand with Monthly Operating Expense Matching Demand with Monthly Operating Expense
Matching Demand with Monthly Operating Expense Matching Demand with Monthly Operating Expense
Matching Demand with Monthly Operating Expense Matching Demand with Monthly Operating Expense
Matching Demand with Monthly Operating Expense Matching Demand with Monthly Operating Expense

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