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Our Answers to questions from participants of the webinar on
“Inventory Level Optimization and Better Supply Chain Visibility through Superior S&OP Practices" on December 17th 2008, 3 P.M. Indian Standard Time (IST)
How does it impact capital expenditure?
In the S&OP process, plans ranging from 6 months to 18 months are viewed critically. Their resource requirements is checked through the Bill of Resources. Eventually we have a Loading Chart for each time period comparing the Resources Available and Resource required.
Issues relating to Capital Investments become eminent through these Loading Charts and decisions on these critical issues are hence addressed well in advance.
What is the size of insustry which can afford running a good S&OP program?
Typically any organization with sales in excess of Rs 150 crores or so would require a good S&OP program to foster growth and reduce cost of goods sold.
What what type industries generally will have this kind of program?
S&OP is irrespective of industry type. Any industry where there is a purchase-to-pay and an order-to-cash cycle would warrant an S&OP program
Is the promotional products which come along with the main product?
Promotional products could be the main product itself like in the case of trade offers where a product is given free on purchase of a certain number of the product.
It could be gift items or sample items manufactured or purchased separately. Either way planning for these should be a part of the forecasting and S&OP process
Stock avaliability, is it the finished product you are referring which customer can see?
It could be Finished Product or stocks at an intermittent stage in a Assemble to Order environment. More important than the customer actually seeing the product, it is the ability that Customer Service gets of promising the product to the customer by a particular date or the Available to Promise
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Last Updated On:12/29/2008 6:35:01 PM
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Management Team
Management Team
Ram Mantravadi
CEO
More than 14 years of global consulting and leadership experience with firms like Satyam, IBM, EDS – Excellent understanding of strategy, operations and management in both business and IT realm – Led IT strategy & transformation practice in Satyam – Trained in Six Sigma Black Belt, TOC, eSCM. TOGAF certified enterprise architect. Industries include logistics, supply chain, retail, manufacturing, consumer goods, oil & gas.
Some Projects: Logistics strategy & organization setup for Leading conglomerate in ME, Supply Chain cost optimization for a leading Farm equipment manufacturer - Customer acquisition/ logistics cost reduction strategy for a leading Indian logistics service provider – Customer acquisition/ warehouse set-up and future strategy for a leading Indian logistics service provider – Business, operations & IT strategy for a leading Indian logistics service provider – Business process reengineering for a leading Indian logistics service provider – India market entry strategy for a German logistics service provider –Transformation Strategy and Roadmap for Shared Services Organization of a leading North American Bank – Outsourcing and Transition planning for a global publishing organization – IT efficiency and effectiveness improvements for a large US retail chain – Balanced scorecard design for a leading manufacturer of automated process control systems – E-business strategy & supply chain initiatives for a global auto giant – US State Welfare systems, design and development.
MBA from Carnegie Mellon University. BTech. from IT-BHU
Manish Kumar Singh
Director - Business Advisory & Transformation Services
14 years of experience with more than 8 years in Supply Chain Consulting and Implementation in Sales and Operations Planning, Demand Planning, Network Optimization and Supply Chain Strategy. Actively involved in architecting supply chain processes and solutions and leading im
Last Updated On:11/11/2011 12:56:47 AM
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