S&OP@ BASF SE - uni-wuerzburg.de · S&OP@ BASF SE Thilo Lindner, MBA CPIM, CSCP Global Information...

S&OP@ BASF SE Thilo Lindner, MBA CPIM, CSCP Global Information Services & Supply Chain Management GSS/PO - Sales & Operations Planning University of Würzburg June, 20st, 2013

2 BASF SE, GSS/PO, Thilo Lindner

Thilo Lindner, MBA Curriculum

1989 – 1992 High School Diploma

1992 – 1999 Economics Degree at the University of Hamburg

1999 – 2000 Master Degree at Oregon State University

2000 – 2002 Event Manager at Munich

2002 – 2004 MBA in cooperation with BASF at Steinbeis University

2004 – 2007 Business Expert Planning Processes at BASF

2007 – 2009 Supply Chain Manager at BASF

2009 – today Global Senior Expert for Planning Processes

Agenda

BASF at a glance

Global Supply Chain Governance at BASF

6 men and the elephant

The concept of Sales and Operations Planning to minimize risks and uncertainty

Demand Planning as starting point for Sales and Operations Planning

Supply Network Planning and Supply Review

Profitability Management within the S&OP Process

Planning process example

Planning systems

Conclusions and Wrap up

Backup

BASF SE, GSS/PO, Thilo Lindner 3

BASF – The Chemical Company

BASF chemicals are used in almost all industries

Sales 2012: €72,129 million

EBIT 2012: €6,742 million

Employees (as of December 31, 2012): 110,782

In 2012, BASF filed for around 1,170 new patents worldwide

6 Verbund sites and around 380 production sites


BASF segments as of January 1, 2013

Crop Protection

Performance Products

Dispersions & Pigments Care Chemicals

Functional Materials & Solutions

Agricultural Solutions

Performance Chemicals

Nutrition & Health Paper Chemicals

Oil & Gas

Oil & Gas

Chemicals

Monomers

Intermediates

Petrochemicals

Functional Materials & Solutions

Construction Chemicals

Coatings

Catalysts

Performance Materials


Agenda


BASF at a glance








Planning systems


Backup

…

Procurement Production Distribution Customer/Distributor Supplier

…

Operations

Planning & Order Man.

Reg. Platform EU

Business Unit 1

Global Supply Chain Governance .

Import Internal Transport Warehousing Transport M.

Import Warehousing Transport M.



.

Procurement - Detailed Scheduling - Rough Planning - Order Management - S&OP

Export M.

Export M.

Export M.

Export M.

Rough Planning - Order Management

Order Management

Rough Planning - Order Management - S&OP

Supply Chain Management in BASF is a global process with several interfaces across functions

Internal Transport

Reg. Platform NA

Reg. Platform SA

Reg. Platform AP

Business Unit 2 Business Unit 3 Business Unit … Business Unit .n

Purchase to Pay

Make to Inventory

Order to Cash

Transportation Management

Integrated Non-Conformance-

Management

Planning

Process


The global Supply Chain Governance is represented in all regions, covering three fully separate responsibility areas

Global Supply Chain Governance ensures further development of Supply Chain strategies and methodologies and ensures that they are consistently executed in our operations.

Global Cross-functional Business Process Optimization ensures sustainable and continuous process and IS improvements.

Process and System Enablement provides change management and training to BASF projects aiming at process optimization and harmonization.


Agenda


BASF at a glance








Planning systems


Backup



Once upon a time, there lived six blind men in a village. One day the villagers told them, "Hey, there is an elephant in the village today." They had no idea what an elephant is. They decided, "Even though we would not be able to see it, let us go and feel it anyway." All of them went where the elephant was. Everyone of them touched the elephant. "Hey, the elephant is a pillar" said the first man who touched his leg. "Oh, no! it is like a rope" said the second man who touched the tail. "Oh, no! it is like a thick branch of a tree" said the third man who touched the trunk of the elephant. "It is like a big hand fan" said the fourth man who touched the ear of the elephant.

"It is like a huge wall" said the fifth man who touched the belly of the elephant. "It is like a solid pipe" Said the sixth man who touched the tusk of the elephant. They began to argue about the elephant and everyone of them insisted that he was right. It looked like they were getting agitated. A wise man was passing by and he saw this. He stopped and asked them, "What is the matter?" They said, "We cannot agree to what the elephant is like." Each one of them told what he thought the elephant was like. The wise man calmly explained to them, "All of you are right. The reason every one of you is telling it differently because each one of you touched the different part of the elephant. So, actually the elephant has all those features what you all said.„ "Oh!" everyone said. There was no more fight. They felt happy that they were all right.

Source: www.wikipedia.org

Agenda


BASF at a glance








Planning systems


Backup

Let’s eavesdrop on an executive staff meeting …. This shortage situation is terrible. When will we ever get our act together? Whenever business gets good, we run out of product and our customer service is lousy !

I’ll tell you when ….When we start to get some decent forecasts from Sales & Marketing.

Wait a minute. We forecasted this upturn.

Yeah, but not in time to do anything about it. We got the revised forecast four days after the start of the month. By then it was too late.

I could have told you months ago. All you had to do was ask.

I’d like to be on those conversations. We’ve been burned more than once by building inventories for a business upturn that doesn’t happen. Then we get stuck with tons of inventory and run out of cash.

What we have here is a failure to align and communicate. We just have to do a better job of keeping each other up to date

President

VP Operations

VP Sales & Mktg

VP Finance 12 BASF SE, GSS/PO, Thilo Lindner

1. … ensures that the entire company is “playing off the same sheet of music”

2. … balances customer demand with constraints in order to achieve customer

service, margin and working capital targets

3. … aligns company resources to a single set of supply and sales plans

4. … integrates operational and financial planning

5. … coordinates actions to fill projected gaps between supply and demand

6. … reduces surprises and enhances proactive decision-making


BASF uses Sales and Operations Planning to ensure collaboration and to minimize risks and uncertainty, because it …


Sales and Operations planning (S&OP) is a structured monthly decision-making process

Establish and Sustain S&OP

Structure

Collect demand and derive

consensus forecast

Create feasible supply plan

Develop scenarios to close gaps

Take final decision to ensure optimal

profitability

Strategy

The foundation for successful S&OP

A best-in-class Sales and Operations planning requires five enabling elements, that are well defined and fully integrated

Process Organization

Metrics & Incentives

Data & Systems


Process Organization

Data & Systems Reports

The elements of world-class S&OP at BASF

L4 process steps

L5 tasks

S&OP Meeting Calendar

S&OP Meeting Participants

KPI definitions, calculations, and

owners

S&OP Dashboard design (Key PIs

and PIs)

Roles & Responbilities

S&OP Planning Board design

(‘S&OP’ plans)

Supply Chain Mapping (‘Node

Analysis’)

Decision Support Tree

Scenario Analysis (demand side)

What-if analysis (supply side)

Profitability Analysis (CM1,

CM2)

SAP APO DP

SAP APO SNP

S&OP Tool (3rd party solution)

SAP BW

Other

Incentive schedule

Job descriptions (S&OP element)

S&OP Manager (for process

execution and improvement)

BASF SE, GSS/PO, Thilo Lindner


Structure

16

The Sales and Operations Planning process focuses on the mid to long term

Order level 0-4 week focus Daily buckets Performed daily or hourly Managed in ERP or MES system

Product / Order level 0-3-month focus Daily / Weekly buckets Performed daily Managed in ERP system

Product Family or Product level 3-24 month focus Monthly / quarterly buckets Performed monthly Managed in ERP or APS system

Strategic Planning

Business Planning

Sales and Operations Planning (Volume and Financials)

Sales Plan Operations Plan

Dem

and Planning

Supply Planning Master Scheduling

Production Scheduling, MRP and Materials Planning

(Execution)

Strategic Planning

Scheduling

Execution

Tactical Planning (S&OP)

Business Unit level 1-5 year focus Annual buckets Performed annually


Process

S&OP ensures alignment of plans on tactical level

Plan Source Make Deliver Develop

From business strategy to cross-functionally aligned plans

Strategy

Each functional department translates its strategy into tactical plans; actionable plans for the next 1-2 years Tactical Planning

Procurement plan

Manufacturing plan

Sales & Marketing

plan

R&D, Innovation

plan

The ‘Plan’ process drives all the other processes: It starts with the Business or Corporate

Strategy for the next 3-5 years... Strategic Planning

Procurement strategy

Manufacturing strategy

Sales & Marketing strategy

R&D, Innovation strategy

Financial strategy

Business / Corporate strategy

HR strategy

IT strategy

Sales & Operations Planning ensures the alignment of those different plans

...which is then translated by the functional departments into functional strategies

These functional strategies drive the design and execution of the processes ‘Develop’, ‘Source’, etc.

Financial plan

Sales & Operations Planning Establish and Sustain S&OP

Structure

Establish and

Sustain S&OP

Structure


Process

These aligned tactical functional plans drive operational planning, execution, and control Translation of tractical plans into operational plans

Strategy Strategic Planning

The tactical plans drive the operational or short-term planning and execution of the ‘Develop’, ‘Source’, ‘Make’, and ‘Deliver’ processes

Tactical Planning

Procurement plan

Manufacturing plan

Sales & Marketing

plan

R&D, Innovation

plan

Sales & Operations Planning

Technology People / Organization

Performance Management

Operational Planning, Execution, and Control

Source Make Market, Sell & Deliver Plan

Plan Source Make Deliver Develop

All the processes are supported by the right people and organization, technology, and performance management methods


Structure

Financial plan


S&OP ensures the proper execution of the business strategy

Reports

People & Organization

Process

Systems & Data

Business Management Process & Culture Vision

Enlarge S&OP planning horizon

Consistent Planning Hierarchy

One common SNP for demand from other

regions / OD’s

Simple, transparent and reliable IT

systems

Improved Data accuracy and reliability

Year +2 ... Year +1 Year 0: Establish / refresh S&OP

Establish ‘S&OP culture’

Transparent Product and Customer

groupings Common and consistent reports /

templates

S&OP ownership

RM availability checks

S&OP roles & responsibilities

Refine master data management

Margin analysis at cCM1 & cCM2 level

Rules, escalation procedures for shared

assets, toll mfg,

Reduce time and effort to create Reports and KPI’s

Align functional strategies

Advanced S&OP scenario analytics

Measure and communicate

S&OP benefits

Demand sensing capabilities

S&OP Predefined BI reports

S&OP Scenario tools

Customer collaboration

(CPFR)

Reduce decision making forums

S&OP incentives

KPI dashboard functionality

VMI capabilities

KPI & continous

improvements

Organisation silo

breakdown

Align Strategy and Business Plan with

S&OP Plan

Establish S&OP meeting structure

Standardized KPIs


The S&OP process requires input from different layers within the organization

Prepare Regional DR

meeting

Prepare Regional SR

meeting

Prepare Country DR

meeting

Execute Country DR

meeting

Execute Regional SR

meeting

Prepare Pre-S&OP

Execute Pre-S&OP

Execute Regional DR

meeting

Prepare Exec. S&OP

Execute Exec. S&OP

Prepare Global S&OP

Execute Global S&OP

$

Organization Process

Reports Data & Systems

Global

Region

Country

Leadership

Functional Managers

Operations

Leadership

Functional Managers

Operations

Leadership

Functional Managers

Operations

UK GE IT ES

EU AP


The environment in which BASF operates is characterized by complexity and volatility

Macro environment volatility Has potential effects across the entire supply chain

Economic

€ $ ₤ ¥

Geopolitical Hazards

! Regulatory

Functional drivers of (internal) volatility Exist among enabling functions that support supply chain processes

Finance Human Resources Legal Information Technology $$$

Volatility in extended value chain Originates in upstream and downstream supply chain partners

Operational volatility

Relate to internal processes

Develop Plan Source Make

Deliver/Return

Tier N

End Users

Supply Demand

Environmental/Social Responsibility

Tier 1

Distributors

3rd Party Services

Security Infrastructure / Resources


It is critical to identify and understand the different drivers of volatility

Volatility in Demand and Supply (volume, mix, frequency, order quantity) is driven by multiple factors

• Price changes / promotions • Process reliability / yield • Product quality • Capacity reductions • Product availability • Portfolio rationalization • Shift market focus • Redesign mfg. footprint • NPIs, product phase outs • New / discontinued suppliers • Mergers & acquisitions • Transportation reliability

• Personal preferences, social media

• Consumer confidence (CCI) • Brand loyalty • Price sensitivity (discounts)

• Product substitution (raw, sf) • NPIs, product phase outs • Price changes / promotions • Change in Business Strategy • (Pro)active de-stocking • Shortage gaming • Hedging • Plant shutdowns • Revised production plans • Move production facilities / outsourcing • Financial health (risk on bankruptcy) • New / lost customers • Buying consortia • Mergers & acquisitions • Confidence in economy (PMI)

• Price changes / promotions / volume discounts

• Process reliability / yield* • Product / service quality • Portfolio rationalization • Shift market / channel focus • Redesign mfg. footprint • Product availability • NPIs, product phase outs

Competitor

• Price changes / promotions • New product introduction • New distribution channels • New markets • New competitors • Hedging

Macro environment • Weather, natural disasters • Exchange rates • Oil prices, commodity prices • Political developments

• General economical developments • Governmental regulations (taxes,

subsidies)

Supplier(s) BASF Customer Consumer

Note: *availability of people, machines, raw materials, and intermediates


24

Examples for internal and external business environment factors that lead to S&OP process requirements

Products Channels

Strategic preferences

ABC Segments

Key Accounts

Service Level

Internal vs. external

customer

Allocation Strategy

Distribution Network

S&OP process

Channel Strategy

Profitability

Demand volatility

Market Geography

Capacity Constrains

Bottlenecks

Complexity

Complexity

Flexibility

Multi vs. single Source

New Product Introduction

Resources and Assets

Groupings

Profitability

Inventory Strategy

Profitability

Shelf Life Limitations

Product Strategy

Product Families

OMP vs. Merchandize

Value Chain

Integration Constrains

Critical RM

RM Strategy


Production Markets / Customers

Raw Materials

OMP = Own Manufactured Products

Agenda


BASF at a glance








Planning systems


Backup


> 90% of the value chain at BASF are managed based on forecast and require a solid planning process to minimize risks and costs

Forecast Customer

Orders

Time

Qua

ntity

/ Va

lue

Transport Production Internal Sourcing

Internal Supplier

Raw Material Supplier

Distribution

Planning


Some words on definitions …

Forecasting is concerned with what the future will look like.

Planning is concerned with what it should look like. The planning process produces a plan that is, along with information about the situation, an input to the forecasting process.

Demand describes the entity of requirements based on specific criteria, e.g. total demand vs. accessible demand, external vs. internal demand etc.

Demand Management defines all activities in support of a companies products in their marketplace, such as stimulating the demand, estimating its volume, and planning the production accordingly.

Supply Management defines all activities to fulfill the demand in the marketplace, such as own production, toll manufacturing, merchandize sales etc.


Demand Supply

Purchase

Production

Inventory

Forecast

Customer Orders

Internal Demand

Uncertainty

Forecast Error

Order Lead Times

Promotions

Sales Volumes

Packaging Variety

Capability

Capacities

Complex Supply Network

Cost to Serve

Product Mix

Availability of Transportation

Risks excess inventory excess capacity

extended lead time Low Service Level

The balancing act of demand and supply

$


Benefits of an proper demand planning process

the right product

with the right quality and quantity

at the right time

at the right customer location

with the best price

minimizes uncertainties and risks

facilitates management by objectives

facilitates internal co-ordination

facilitates controlling.

helps in achieving profitability.

provides competitive edge.

improves employee’s moral.

encourages innovations.

Internal Benefits External Benefits

But how is BASF achieving these objectives?

Agenda


BASF at a glance








Planning systems


Backup

Is a transparent and easy to handle process which allows the creation of a feasible rough-cut production, procurement and distribution plan

Answers the question if the sales plan is feasible

Supports the communication and translation of requirements from demand planning to fine planning

Serves as early indicator for bottlenecks, shortage or excess situations

Supports the solving of bottlenecks, shortage or excess situations and the creation of feasible plans

Supply Network Planning

Country Warehouses

Regional Distribution Centers

Production Sites

Supp

ly

Dem

and

Supply Network Planning Overview


Perform Rough Cut Planning

Covers the topics of mid term unconstrained and constraint planning, including distribution, production, procurement & internal demands within the supply network

Review Supply Process and Performance Covers reports and KPIs for

different areas as planning, management and controlling/finance

Calculate Stock Parameters Manage Supply Planning Master Data

Covers the hand over of the distribution plan to execution in feasible sizes and deals with demand and supply mismatches in the distribution in the short term horizon

Plan Deployment (short-term)

Core Processes

Supporting Processes

Covers the generation of stock parameters as safety stock, maximal stock levels

Covers the process of creation, changing, deletion of master data as well as keeping master data consistent

Supply Network Planning Elements


Agenda


BASF at a glance







Example of an BASF planning process

Structure of planning systems at BASF


Backup

Different dimensions and levels of aggregation allow effective business management

* There might be more dimensions to consider, e.g. supplier, (raw) materials, logistics / warehousing dimension

Dimensions

Product Group

Brand

Product

Trade Product

Packed Product

Finished Product Dimension Sales Dimension Production

Dimension

Sales Channel

Sales Region

Ship-To Customer

Account Type / Market Segment

Buying Group

Parent Customer

Sold-To Customer

Production Unit / Storage Location

Supply Region

Country

Plant / Warehouse

Production Line / Disposition Area

Division

Business Unit

Profit Center / Cost Center

Strategy Business Unit

Country

Sales / Production Organization

Financial Dimension

Levels of aggregation




Ebit after cost of capital

Ebit

Contribution margin 1

Fixed cost

Variable cost

Sales

Cost of capital

Capital cost percentage

Operating assets

Fixed assets

Current assets

-

- -

+

Planning Accuracy

Inventories

Selling costs

Receivables

Distribution costs

Raw material costs

Product mix

Customer satisfaction

Sales Volume

Sales Price

Asset utilization

The planning quality directly effects the profit and loss statement (P&L) of the company


Planning value can be created by:

increasing Profit and/or

reducing capital employed (e.g., inventories, receivables) Reducing

capital employed

Profit

Improved planning reduces the cost of buffers including inventory and increases profitability.


There are multiple options available to anticipate mismatches between demand and supply

Issue Mechanisms Options

Under capacity

Increase Supply

Decrease demand

Decrease supply

Increase Demand

Over capacity

Options for balancing

Demand and Supply

Overtime

Debottlenecking

Re-allocate to other lines/plants Outsource (3P)

Optimal sequencing of operations

Reschedule orders

Reduce / cap promotions Order freeze

Cut back inventory

Reduce shifts (long term)

Reschedule maintenance and overhauls

Expedite orders

Increase use of promotions

Expedite new products

Build ahead stock

Customer priority based stock allocation Offer alternative SKU

Increase sales distribution

Improve value / decrease prices

Optimize use of 3P suppliers

Cut overtime

Production for other BASF BU / OD

Push stock to selected customers

Reschedule overhauls, cut non-productive time

Increase imports (other BASF BU/OD)

Increase prices

Increase shifts

Build stock

Consume stock

Focus sales efforts on products with high stock

Determine effect on space and cost of capital

Reschedule NPI

Delist products

Reduce set-up times

Ensure availability of raw material & intermediates

Prioritize customers

Temporary shutdown

Commission NPI

Inventory evaluation

Evaluate safety stock levels

Evaluate cycle stock

Evaluate and differentiate service level per SKU Optimise safety stock

Optimize production sequence and batch sizes

Move CODP (Postponement) Sell with discounted rates Divest, scrap low-demand /

obsolete inventory Reduce excess

stocks

Focus on high-value / high-potential customers

Focus on most profitable products and services

Emphasis on account / relationship development

Reduce time-to-market

Improve product / service quality

Focus on most promising products

Rationalize and/or refocus product portfolio

Consolidate / relocate stock points

Increase emphasis on Make-to-Order

Increase use of VMI EOQ optimization

Reduce variance in (production) lead-time


Different measures can be considered for revenue growth and profit optimization

Level 3 Level 1 Level 2

Introduce new products & services

Increase sales volume

Strengthen price

Maximize growth &

profitability

Control price exposure

Increase product offering

Improve customer loyalty

Enter new markets

Assortment/ Effectiveness of NPI

Manage Pay-for-performance

Innovation JV / Partner to gain access to new profit pools

Develop offers that target current non-consumption

Existing geographic footprint

Enter new export markets

Understand voice of Customer

Optimize sales channels

Secure Sales-Force Effectiveness

Manage route –to-market

Target new customer types

Add value to product, improve quality

Reduce cost to serve

Reduce finance costs

Reduce logistical costs

Control customer profitability

Reduce order -processing costs

Control product profitability

Improve payment terms

Rationalize delivery services

Control SKU which are most profitable

Manage slow-movers

Understand costs of special packaging

Manage customers with high cost – to serve

Understand costs of providing special services

Manage customer orders Managing % of manual orders

Managing % of payment deductions

Managing customer activity plans

Monitor adherence to payment terms

Optimize distribution network

Re engineer products to take out cost

Contract out non core products

Reduce production costs

Reduce inventories, move to Make-to-Order

Reduce working capital tied up in stocks

Improve capacity utilization (divest, debottleneck)

Differentiate delivery services, service levels

Prioritzie customers / sales channels

Optimize production sequence and batch sizes

Rationalize product portfolio Prioritze products based on life cycle

Optimize production capacity allocation

Reduce time-to-market

Shift transportation mode Reduce storage capacity, outsource

Differentiate pricing

Outsource non-core production activities

Improve process reliability, yield

Optimize product allocation: where to produce

Hedge raw materials

Improve product and service quaiity

Anticipate currency fluctuations


Agenda


BASF at a glance








Planning systems


Backup

Statistical Forecast & System Update

S&OP Process

Feedback of Quotas to Sales

Demand Review

Supply Planning

Internal demand transfer & feedback

Material Aggregation

level

Product per location

Country level Sales FC

Planning strategy setup

–1 CD 1-2 CD 3-7 CD 8-13 CD 14-22rd CD 23-26th CD 27-31st CD

CD: Calendar Day FC: Forecast

Regional Level

Example of an planning process

Production Planner Marketing Manager Sales

Consensus Demand

Final Supply Plan

Product per location

BASF Internal Supplier

Final S&OP Plan

Product Family level


Interaction between planning and other processes

Logistics

Finance

Sales

Planning

Procurement

Production

Manufacture

Plan Detailed Production

Plan Supply

Plan Production

Prepare S&OP

Plan Demand

Negotiate

Inquire Supplier

ATP

Set Credit

Prepare Order

Create & Update Order

Outbound Delivery

Plan Transport

Marketing

Price

Receive Good

Inbound Outbound Product Inventory

Supplier Customer

Raw Mat. Inv.

Price, etc

Price Credit line

Payment Receivable

Forecast

Order

Execute Transport Transport

Warehouse

Purchase Request

Purchase Order

Purchase Plan

Contracts

Profit & Loss


Agenda


BASF at a glance








Planning systems


Backup

BASF Group has a System Strategy for Planning Systems

Simple MRP logic, production overview in BASF-Order-Cockpit, simple graphical and tabular visualization of available capacity and capacity utilization, simple „drag & drop“ of plan and process orders on single level

Available To Promise

Multi-level planning with order dependencies, flexible heuristics, stock-alerts, setup- and sequence- optimization, planning board with colors, undo functionality and planning interval definitions. Costs (product, transport, stock), delay/ non-delivery (penalty variables) based on order optimization capabilities

Specific requirements in the scope of complex optimization models

SAP R/3 – Modules

Mathematical optimization

Demand Planning


Production Planning & Detailed Scheduling

Production Planning for Process Industries

APO – Modules


Demand Review Meeting

Demand – Supply Balancing Meeting

Sales and Operations Planning as decision process

Gross Demand Net demand by location rough cut capacity requirements

Demand Planning (DP) and Supply Network Planning (SNP) provide the Foundation for a Successful Sales and Operation Planning Process


Inventory Planning

Demand Planning

Detailed Scheduling

Master Production Scheduling

Integrated Planning Process


Agenda


BASF at a glance








Planning systems


Backup


Conclusions

Make sure, that the 6 men envision the same elephant

Understand the capabilities of your own organization

Understand the needs of your internal and exernal customers

Make Planning a Top-Management Priority

Define the Sales and Operations Process according to your business requirements

Understand the trade-off between demand, supply and profitability

Monitor closely and and establish a constant improvement process

Choose the optimal technology to support your planning processes

47

The bottom line

Thank you very much for your

attention!


Do you have any more questions?

Questions


Thilo Lindner, MBA, CPIM, CSCP [email protected]

Contact


Agenda


BASF at a glance







Example of an BASF planning process

Structure of planning systems at BASF


Backup

Exercise: Place these Demand Planning Process steps in the correct order

Define DP Strategy

3

Calculate Statistical Forecast

3

Collect Demand Input

3

Validate Demand input

3

Balance Demand & Supply

3

Manage DP Performance

3



This is the correct order!

Balance Demand & Supply




Define DP Strategy


3 3 3 3 3 3

Solution to Exercise: Place these Demand Planning Process steps in the correct order

Define DP Strategy

3


3


3 Balance Demand & Supply

3


3


3


S&OP@ BASF SE - uni-wuerzburg.de · S&OP@ BASF SE Thilo Lindner, MBA CPIM, CSCP Global Information...

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