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Bringing the Daloon Planning Processes and the organisation together

Bringing the Daloon Planning Processes and the organisation together. Agenda. Production & Mat. Planning Process Key Performance Indicators (measurement figures) Minimum Criteria Minimum sales order size Minimum annual sale Minimum/maximum strategy Future Meetings. Welcome Agenda

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Bringing the Daloon Planning Processes and the organisation together

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  1. Bringing the Daloon Planning Processes and the organisation together

  2. Agenda • Production & Mat. Planning Process • Key Performance Indicators (measurement figures) • Minimum Criteria • Minimum sales order size • Minimum annual sale • Minimum/maximum strategy • Future Meetings • Welcome • Agenda • History • Planning Process • Why Sales Forecast? • Sales Forecast Subprocess • Break down of Sakes Forecast • Comparison of Sales Forecast • Requirements Planning

  3. Daloon A/SPlanning Process

  4. Why Sales Forecast • Integrate Commercial and Supply Chain Activities into one common and market oriented planning process • Three levels:

  5. Why Sales Forecast • Key Enablers • Sales Forecast (accuracy) • Stock Level (agreed) • Operational (reliability) Organisation • Supply Chain (reliability) + IT support systems

  6. Objectives • By integrating Commercial and Supply Chain activities into one joint planning process, we will be able to deliver • High, consistent level of customer service (internally and externally) • High, consistent quality (product and services) • Improved stock control (finished goods and raw materials/packaging) • Lowest possible and competitive level of costs • Significantly improved lead time for both new and existing products ’Time to Market’

  7. Why Sales Forecast • End customer service • Right product • In the right qualities • In the right condition • At the right place • At the right time • To streamline Daloon’s operations and to optimise its business performance

  8. What is Sales Forecast used for? • To calculate the resources demand in Supply Chain – this applies to: • Production capacity • Internal Daloon • Sub-contracting • Suppliers • Material stock • Raw materials • Semi-finished goods • Finished goods • Human resources

  9. What is Sales Forecast used for? • To reduce stock level • Raw materials including packing materials • To create the best possible basis for • Negotiations of labour agreements • Information to our employees • Purchasing of third party logistic services • Purchasing agreement with suppliers

  10. Long Range PlanningLong Range Business Review, 3 -5 yearsStrategic level

  11. Medium Range Planning12 Month Rolling Sales ForecastTactic level

  12. Short Range PlanningWeekly Split Forecast and Actual DemandOperational level

  13. Daloon Planning Process Significant changes New concept with: • Clear Process • Agreed rules of play and KPI’s • Meeting structure • Time tables • Responsibility and casting

  14. Sales Forecast Process • Customer Services receive and consolidate sales forecasts from Sales & Marketing • Sales forecasts are covering the coming 12 months • Sales forecasts are specified per SKU per month • Customer Services calculate delivery demand per SKU per production period

  15. The Rolling Sales Forecast Process

  16. Splitting the Sales Forecast

  17. Comparison of Sales Forecast

  18. Planning Process

  19. Forecast Process

  20. Calculating Delivery Demand

  21. The Rolling Planning Process

  22. The Rolling Planning ProcessFlow & Usage of Information

  23. Elementer: • asiatiske fødevarer • convenience/nem mad • forbrugere/målgrupper • smag • Daloon (mærke) • distribution detail og • catering Measuring the Supply Chain of Daloon A/S Key Performance Indicators Getting started

  24. Elementer: • asiatiske fødevarer • convenience/nem mad • forbrugere/målgrupper • smag • Daloon (mærke) • distribution detail og • catering Why should we measure ? • Insight & Transparency • Benchmarking & Progrees to date • Management Parameters

  25. What makes/defines a Supply Chain "Best in class" ? • Delivery Reliability • Flexibility • Responsiveness • Cost efficiency • Pro-activity • Others ???

  26. Elementer: • asiatiske fødevarer • convenience/nem mad • forbrugere/målgrupper • smag • Daloon (mærke) • distribution detail og • catering Performance Measurements • What is important for you, when you evaluate your Supply Chain as a part of the total business?

  27. Elementer: • asiatiske fødevarer • convenience/nem mad • forbrugere/målgrupper • smag • Daloon (mærke) • distribution detail og • catering Performance Measurements • What would you like to know in order to better manage - or help managing - your Supply Chain?

  28. Elementer: • asiatiske fødevarer • convenience/nem mad • forbrugere/målgrupper • smag • Daloon (mærke) • distribution detail og • catering Principels for measuring • Always measure with a purpose (why) • Always define a target to go for (what's good) • Deviation causes Action ! (who & when)

  29. Elementer: • asiatiske fødevarer • convenience/nem mad • forbrugere/målgrupper • smag • Daloon (mærke) • distribution detail og • catering Proposal for areas to measure • Delivery Reliability • Information Ability • Information Reliability (quality) • Cost drivers (e.g. stock levels) • Others ???

  30. NEW PRODUCT DEVELOPMENTMINIMUM CRITERIA

  31. NEW PRODUCT DEVELOPMENT GUIDE LINE Order Lot Size - Make To Order - Annual sales - Make To Stock - Customer obligations regarding non stockable rawmaterial & packaging Minimum stock turnover time of 4 for all raw - & packaging material Gross profit margin (DKK) ?? Gross profit margin % ?? Max. investment approval for NPD Group: € 10.000, -

  32. NEW PRODUCT DEVELOPMENT GUIDE LINE ANNUAL MINIMUM SALES: ROLLS < 90 G: 6 x 1.200 KG. FILLING ROLLS ≥ 90 G: 6 x 2.400 KG. FILLING MICRO OWEN – 125 G: 6 x 16 HOURS OF PRODUCTION SOUFFLEES 6 x 4 HOURS OF PRODUCTION QUICHE 6 x 4 HOURS OF PRODUCTION ANNUAL TARGET SALES: ROLLS: 6 x 8 HOURS OF PRODUCTION ON 1 LINE SOUFFLEES 6 x 8 HOURS OF PRODUCTION QUICHE 6 x 8 HOURS OF PRODUCTION MIN. SALES ORDER SIZE: ROLLS < 90 G: 1.200 KG. FILLING ROLLS ≥ 90 G: 2.400 KG. FILLING MICRO OWEN – 125 G: 1 x 16 HOURS OF PRODUCTION (2 MACH.) SOUFFLEES 400 KG. FILLING QUICHE 400 KG. FILLING

  33. NEW PRODUCT DEVELOPMENTGUIDE LINE ANNUAL SALES – MAKE TO STOCK MAKE TO ORDER MINIMUM 720.000 pcs. 480.000 pcs. 360.000 pcs. 288.000 pcs. 240.000 pcs. 320.000 pcs. 288.000 pcs. 230.000 pcs. 192.000 pcs. 144.000 pcs. 634.000 pcs. 127.000 pcs. 48.000 pcs. 32.000 pcs. 11.000 pcs. 6.400 pcs. TARGET 1.555.000 pcs. 1.086.000 pcs. 570.000 pcs. 791.000 pcs. 791.000 pcs. 871.000 pcs. 871.000 pcs. 751.000 pcs. 751.000 pcs. 698.000 pcs. 634.000 pcs. 254.000 pcs. 96.000 pcs. 64.000 pcs. 22.000 pcs. 12.800 pcs. MIN. SALES ORDER 120.000 pcs. 80.000 pcs. 60.000 pcs. 48.000 pcs. 40.000 pcs. 53.000 pcs. 48.000 pcs. 34.000 pcs. 33.000 pcs. 24.000 pcs. 110.000 pcs. 18.000 pcs. 7.000 pcs. 2.700 pcs. 1.200 pcs. 1.000 pcs. TYPE OF PRODUCT MINI ROLLS – 20 G SAMOSAS – 30 G CHOPSTICKS – 40 G ROLLS – 50 G ROLLS – 60 G ROLLS – 90 G ROLLS – 100 G ROLLS – 125 G ROLLS – 150 G ROLLS – 200 G MICROWAVE – 125 G SOUFFLEER – 70 G SOUFFLEER – 175 G GRATINER – 450 G GRATINER – 1.000 G QUICHE – 1.200 G

  34. NEW PRODUCT DEVELOPMENT GUIDE LINE MINIMUM / MAXIMUM STOCK MAKE TO STOCK: MINIMUM: 3 WEEK OF SALES FORECAST MAXIMUM: 8 WEEKS OF SALES FORECAST OR BASED ON DALOONS SERVICE LEVEL TO CUSTOMER MAKE TO ORDER: STOCK LEVEL ZERO Stock Replenishment Leadtime is 2 weeks

  35. AGENDASALES FORECAST MEETING • Sales Forecast • Previous SFC. • Actual sales & budget. • Promotion & events. • New Product Development • SFC for new products – New ”start – up forms” • Outlistnings. • Change over off products. • List of ”Best Before Date” and related action – Blocked Stock v. FIFO • Make To Stock • Deviation from min. – max. stock. • Make To Order

  36. NEW PRODUCT DEVELOPMENTMINIMUM CRITERIA

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