程晓华全面库存管理咨询, 订阅号 ITOOTD
搜索

向大家推荐EnterpriseSales and Operations Planning英文书

 二维码 7
发表时间:2021-01-10 16:12

向大家推荐EnterpriseSales and Operations Planning: Synchronizing Demand, Supply and Resources forPeak Performance (Integrated Business Management)

程晓华

2021-1- 10

本书作者为 Palmatier, George及 Crum, Colleen,亚马逊kindle电子书,以小说形式谈S&OP(销售与运作计划)的基本概念、理念、原则及实施方法论,纯英文,但易读,场景代入感比较强烈,适合有一定工作经验的供应链管理人员,尤其是计划人员及部分有上进心的销售、市场人员及CEO、COO、CFO等阅读学习。

另外,本书第二作者Colleen Crum的另一本书“Demand Management Best Practice”也可以买来看看,同样是英文、电子书、亚马逊kindle购买。

以下我摘抄的部分经典段落,我自己翻译的,不严谨,但大概是那个意思:

He thinks about the class so far. He is encouraged by how readilyhis staff has seemingly accepted the teachings of both Ross and Nolan. His teamseems to have confidence in them. It helps that they both have hands-on,real-world experience in implementing sales and operations planning. They arenot just presenting theory; they have done it themselves.

他在考虑这个课程目前的情况。他被他的员工这么快就能看起来接受了Ross和Nolan的教导感到激动。他俩都有一手的、真实世界实施S&OP的经验,这很有帮助。他们不只是在讲述理论,他们自己亲自做过。

“Iam somewhat passionate on this subject,” Ross continues. He explains that hehas seen many companies hire lots of consultants only to implement sales andoperations planning unsuccessfully. First of all, most companies andconsultants do not have hands-on operational experience with sales andoperations planning. Many consulting companies and software suppliers are alsomore than happy to enter into a contract to supply something that is not wellunderstood. It is viewed as continuous consultant employment — or at leastemployment until the client company realizes it is wasting time and money.

我对这个话题是有着强烈的激情的”,Ross(S&OP顾问)说,他看到过很多公司雇佣了很多顾问就是为了不成功地实施S&OP流程。首先,他说,大多数咨询公司和顾问本身并没有S&OP方面的实践经验。其次,他说,许多咨询公司,甚至是软件供应商,他们也愿意跟客户签个合同提供他们自己并不理解的服务。这被看作是“持续的顾问雇佣”- 这种雇佣至少持续到这些客户(终于)认识到他们是在浪费时间和金钱。

Hetells the group that it is common to be invited into companies after they havebeen attempting to implement sales and operations planning for more than one ortwo years. These companies have spent millions of dollars on multipleconsultants who have been continuously employed.

“Thereis a common thread among these companies that explains their failure,” Rosscomments. He explains that usually the executive staff and the consultants donot have a common understanding of what is to be accomplished.

Managementhas hired consultants to implement the new management buzzword of the day, notto change the way of managing the business.

他(Ross)告诉大家,很多公司就是为了实施个S&OP流程就需要花费一两年的时间,这都很正常。这些公司在那些被持续雇佣的顾问身上花费了几百万美金。

这些公司的失败其实都有着共同的线索去解释”,Ross继续评论说,通常这些公司的高管和顾问并没有就要取得什么达成一致。管理层雇佣这些顾问就是为了实施几个现今时髦的管理词语,而不是去改变他们管理业务的方式。

作者程晓华(JohnCheng),全面库存管理(TIM)咨询独立顾问,《制造业库存控制技术与策略》课程创始人、讲师,《制造业库存控制技巧》、《首席物料官》、《决战库存》、《制造业全面库存管理》著作者,邮箱:johnchengbj@126.com   TIM订阅号:ITOOTD

SOPCOLLEEN.png