US Army Having a Blast with Integrated Business Planning Jim Correll, Principal Oliver Wight Americas, Inc.
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1 US Army Having a Blast with Integrated Business Planning Jim Correll, Principal Oliver Wight Americas, Inc.
2 Who is Oliver Wight? Global firm founded in 1969 by Oliver Wight Coined MRPII in 1973 Created S&OP in early 1980s Transitioned to IBP in early 2000s All principals have Class A credentials Come see us at our booth
3 Symptoms from the US Army High working capital in inventory Missed deliveries Expediting Higher supply chain costs Premium transportation costs Flexibility / responsiveness low Late new product introductions Reduced operational performance Reduced financial performance Financial surprises
4 US Army Case Study
5 US Army Benefits
6 Integrated Business Planning The Process
7 Transition from S&OP to IBP
8 Integrated Business Planning Business Supply Product Demand
9 Product Business Supply Product Demand
10 Preparation & Input to the Product Gap Analysis Vs. Annual Plan Strategy New Product Strategy + Input from Outcome of Gate reviews decisions & direction Projections: Price Cost Project status Assumptions Vulnerabilities, Opportunities Stage / Gate Project control Customer/ Market demand driven prioritization Business Filtering Project Evaluation Prioritization Selection Product Co-ordinator Resource implications Milestones on-time Demo Performance Improvement plans Resource assumptions stated Past 12 months performance Opportunity / project evaluation
11 Product Pipeline Plan Product Launch Plans Product Agenda Fcst (y/n) Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 5 Qtr 6 Qtr 7 Qtr 8 yapp yapp Breakthrough Y puddy wuddy new to us Y blank blank Breakthrough N forever Breakthrough Y now and line ext Y frommetou new to us N verynice line ext N goodfeel line ext Y badfeel new to us N everyday new to us Y specialday Breakthrough Y nextday new to us Y anyday Discontinuation Y conswants line ext N custwants Discontinuation Y iwant Breakthrough N theywant new to us N Phase 1 Phase 2 blubbery Discontinuation Y Number OK Issue but can be resolved issue but needs to be resolved Project delayed since last project accelerated since last Projects moved This Mth Last Mth 6 mth avg
12 Current & New Product
13 Demand Business Supply Product Demand
14 Preparation & Input to the Demand Consolidate & Critique Assumptions, Risks & Opportunities understood Latest View Gap Analysis Vs. Annual Plan & Strategy Pricing Profitability Input from Demonstrated Performance Sales Plan Forecast Accuracy decisions & direction Past 12 months performance Latest bottom-up view next months Demand Plan Volume Value By Forecaster Key Account Distribution Centers Vulnerability Opportunities Assumption Market Projections Demand Manager History & Statistical Projections Program Portfolio Pricing Promotions New Product Availability Competitive Analysis Product availability (Where applicable)
15 Demand Worksheet
16 Supply Business Supply Product Demand
17 Preparation & Input to the Supply Communication What if Coordination Agreement Alternative plans material resource & cost implications Alternative Plans Assessed by those Accountable: Production & Supply Chain Demand / Supply Resolution & Feedback Gap Analysis Vs. Annual Plan & Strategy Volume Mix Sourcing Cost Supply Planning Mgr Proposed Supply Plan DEMAND SUPPLY Supply Strategy + Input from Demonstrated Performance v Balanced to Resources Material Availability Other Constraints Alternative Plan & What If Production Plan Master Schedule Suppliers Time Phased Improvement Plans Flex & Hedging Strategy Supply Assumptions explicit & understood decisions & direction Past 12 months performance New demand plan Product phase in/out
18 Supply / Inventory Worksheet
19 Resource Planning Planned/ Demonstrated Capability Maximum Capability Family A Time Family B Family C Needed
20 Financial Appraisal Business Supply Product Demand
21 Purpose of Financial Appraisal Evaluate the financial implications of each step Alignment with the business plan Revenue Margin Costs Inventory Business Plan $ Latest Projections $
22 Product Identification Concept Formulate Exploration Requirements & Analysis Proposal Verification & Programme Plan Project Resource plan Product Design Development Production Support Integrated Reconciliation MANAGEMENT BUSINESS REVIEW Company-wide Project B Company-wide Project A Stage & Gate Project Control BID/ NO-BID CONCEPT SELECTION PROGRAMME GO-AHEAD AGREED DESIGN PRODUCT ACCEPTANCE Project Resource plan Project Schedule Reconciliation Financial Evaluation Projections & Implications PROCESS LEADER Consolidates Issues Rising Orchestrates STRATEGYDiscussions: BUSINESS One on One PLAN PERFORMANCE Small Groups As Appropriate Supply Issues Arising Product Issues Arising Demand Issues Arising
23 Closing the Gap Top Down Process Bottom Up Process Strategy 4/5 years horizon Business Plan 2/3 years horizon GAP IBP - 24 IBP Months - horizon 24 IBP Months - horizon 24 IBP Months - horizon 24 IBP Months - horizon 24 IBP Months - horizon 24 IBP Months horizon 24 IBP Months - horizon 24 IBP Months - horizon 24 IBP Months - horizon 24 IBP Months - horizon 24 Months horizon What are the action plans to close the gap? What are the financial implications?
24 Business Business Supply Product Demand
25 # No. of Late Deliveries Weeks #No. of On -Time Deliveries Demand Supply STD HRS OR UNIT S RESOURCE A REQUIRED CAPACITY WEEKS Inventory PLANNED CAPACITY (DEM ONSTRATED OUTPUT) Business Key Performance Indicators Extract from balanced scorecard IBP process measures Family Trends Demand, Supply & NPI Major Changes Internal / External Assumptions Risks / Opportunities Operational & Financial Impact Gap Closing Proposals Decisions Total Number of Changes Current Last Project Engineering Current Last Project Other Current Last Project Business A B C O/T Delivery Performance VOLUME Customer's Rating Months Focusing on Information The One Page Summary CHANGES EXPLAINED Explanation of the change depicted in this month versus last month or versus annual plan projections KEY ASSUMPTIONS Customers Markets Product and rate of NPI Supply / Distribution Resource VULNERABILITIES / OPPORTUNITIES Identify key upside / downside issues for this family arising from understanding of the assumptions DEMAND AGREED ACTIONS, DECISIONS AND RECOMMENDATIONS Identification of key issues identified from the Integrated Reconciliation : Actions Agreed Decisions required options and alternates costs and implications recommendations 1st Pass Test Percent Current Goal Margins Revenue Current Plan FY9x Project Cost to Date Plan Actual Alignment to Business Plans Alignment to Strategy Strategic Programme 1 Strategic Programme 2 Strategic Programme 3 Strategic Programme 4 Strategic Programme 5 Strategic Programme 6 Strategic Programme 7 Strategic Programme 8 Strategic Programme 9 Strategic Programme 10 Strategic Programme 11 Strategic Programme 12 Strategic Programme 13 Strategic Programme 14 Final Plan Approval Approved
26 IBP at the Army
27 What does the Army plan? All spare parts for: Air (planes, helicopters, missiles) Land (small arms to tanks) Electronics (comm electronics) Depots (rebuilt equipment) Tanks Helicopters Electronic Equipment Etc.
28 Army S&OP Information Flow HQ Headquarters CECOM Electronics TACOM Land AMCOM Air
29 The Oliver Wight Proven Path
30 Oliver Wight FastTrack
31 Army FastTrack
32 UNCLASSIFIED//FOUO USAMC Proven Path Leadership Development Ownership Business Business Business Suppl y Revie w Product Suppl y Revie w Product Suppl y Revie w Product Deman d Deman d Deman d AMCOM, CECOM, TACOM AMCOM, CECOM, TACOM AMCOM, CECOM, TACOM & HQ AMCOM, CECOM, TACOM & HQ Completed Month 1 Jan. 7.,2013 Education & Workshops for Design Team Design teams design the processes Cycle 0 Cycle 1 Cycle 2 Cycle 3&4 Month 2 Month 3 Month 4&5 Education & Workshops for Commands First Command MBR (Pilot Families Education & Workshops for HQ First Consolidated MBR (Pilot Families) All families over next two months Journey to Class A UNCLASSIFIED//FOUO
33 US Army Class A HQ Headquarters Class A Class A CECOM Electronics TACOM Land Class A AMCOM Air
34 Keith Robertson - AMC
35 Lane Collie - CECOM
36 Jim Dwyer AMC
37 How Good are you? Take the Test!
38 Questions / Comments? jcorrell@oliverwight.com
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