Sales & Operations Execution.
For the people who get the orders out. They sit between the monthly meeting, where senior management sets the plan, and the customer, who is waiting on a date. This course shows them how the two connect, and how to run their weekly meeting so it produces owners, actions and dates the customer can rely on.
- Monthly S&OPOne signed-off plan
- This courseWeekly S&OEDecisions and priorities
- Daily stand-upYesterday, today, blockers
Execution feedback informs future planning decisions.
The week between the plan and the floor.
Sales and operations planning sets the month. The shop floor runs the day. Between them sits a week of orders, materials and line capacity, and that week is where the dates slip.
- Planners who build the weekly plan and defend it
- Customer service, who own the dates the customer is given
- Purchasing and production, who know what can actually be made
- The person who chairs the weekly meeting, or who should
- Customers get dates the plant can keep
- Shortages show up while there is still time to act
- Fewer expedites and fewer changes to the schedule
- Every exception has an owner and a due date
Seven sessions. The last one, they run.
Morning is about seeing the plan clearly. Afternoon is about running it. Each session starts with the problem, names why it happened, then puts it on realistic manufacturing data.
- The monthly meeting: what goes in, the one plan that comes out, and what a good escalation looks like when it goes back up
- The morning stand-up: yesterday, today, and what cannot be fixed before the weekly meeting
- Reading the supply tables: opening stock, demand, supply and projected close. How to spot a shortage before it arrives
- Master data: the twelve places a plan quietly breaks and how to trace a gap back to the field that caused it
- Dates: requested, required, planned, confirmed, promised and actual. Promise from stock first, then from what you can make. Say no when neither works
- The weekly meeting: exceptions and owners, and the call on whether to protect the plan or change it
- Technology: the manual step worth removing, and where a system would help rather than speed up a broken process
- One weekly cycle, run by the team, with a disruption part way through
Templates for the real meeting.
Built for the meetings your team already has, not for the classroom. They leave with the templates and a first 30 days written down. Thirty days later we call the person who booked and go through what moved and what did not.
- A weekly agenda, with the same order every week
- A template for reading the supply tables
- An exception register: one line per exception, one owner per line
- A master-data checklist and a date-management guide
Starting at $1,500 a person, plus GST.
- At a venue we arrange, or at your site
- One day. Seven hours of sessions, plus lunch and two shorter breaks
- The 45-minute follow-up call is included
- 10% off when you host the course at your site
| People | Total |
|---|---|
| 4 | $6,000 |
| Group discounts start here | |
| 5 | $6,500 |
| 6 | $7,200 |
| 12 | $14,400 |
Before you book.
Who should come?
The people who plan the week, promise the dates and run the lines. Planners, customer service, purchasing and production. Send the person who chairs the weekly meeting, and the people whose numbers that meeting depends on.
Do we need an ERP, or a planning system?
No. The exercises run on a worked example, a food manufacturer with 48 finished goods SKUs and a shared bottleneck line. What your team learns transfers. We do not need access to your system or your data.
How many people?
Four to twelve. The afternoon simulation needs four roles, so four is the smallest group that can run it, and twelve is the most one facilitator can run properly. Five people is $6,500. From six, it is $1,200 a person. All prices plus GST.
Where does it run?
At a venue we arrange, or at your site. Hosting it at your site is 10% off the group price in the table, on top of that price, not instead of it. The fee covers facilitation, materials and the follow-up call. Travel and accommodation are quoted once we know the location.
What is the 30-day follow-up?
A 45-minute call with the person who booked the course, included in the fee. The agenda is the three commitments the team wrote down on the day: one exception, one master-data field, and one manual step. It is a check, not coaching.
Is this the same as an operational review?
No. A review is us in your business, on your numbers, producing a roadmap. This is your team learning to run the weekly cycle. If the day shows the plan itself is the problem, the operational review is the next conversation, and we will say so.
Four to twelve people. One day.
Tell us the group size and whether you want it at your site or we arrange a venue. We will come back with dates.