Phil Heenan Consulting > Articles

Articles

APICS CSCP survey.

Posted: May 15th, 2014

APICS is conducting a brief survey on the CSCP qualification. Are you a CSCP or considering getting this well respected certificate? If so you my wish to assist APICS by providing important feedback.  The links to the JTA survey is:  http://apics.az1.qualtrics.com/SE/?SID=SV_dmnK4BOZ0LKJfRb

CS&OP – at last an S&OP qualification in Australia.

Posted: March 5th, 2014

Sales & Operations Planning –

At last a qualification

By Phil Heenan  CS&OP, CFPIM, CSCP

It is exciting to see Sales & Operations Planning (S&OP) finally getting the traction in the marketplace it deserves, to the point that we now even have a qualification – Certified in Sales & Operations Planning (CS&OP).

According to Tom Wallace, he did not invent S&OP; he gives that credit to Dick Ling who wrote the first book “Orchestrating Success” and, more recently, his latest book written with Andy Coldrick, “Breakthrough Sales & Operations Planning: How successful is your business?”

 This latest book is having a profound impact on how to implement S&OP and its “checklist” focuses 80% on behaviours whereas previous “checklists” focused 80% on processes. Teaming up with Ling-Coldrick last year to assist two major FMCG companies approach S&OP in this way, in Asia, Europe and South America, the power of the approach outlined in this latest S&OP book became tangible.  I recommend you get a copy for HR and the MD and contact me if you would like me to assess your S&OP process against this set of behavioural benchmarks.

At the 2011 APICS Conference in Pittsburgh Tom Wallace acknowledged that although he may not have invented S&OP, he was certainly at the birth! And today he is the most prolific writer in the world on the subject. This is why it is fantastic news that he, in conjunction with The S&OP Institute and The Centre for Operational Excellence at The Ohio State University, has developed the “Certified in Sales and Operations Planning” (CS&OP) and the materials and exams that support this qualification.

I can thoroughly recommend you attend the CS&OP preparation courses being held around the country, read the recommended “Wallace & Stahl” texts and sit the exam. Not only will it increase your knowledge of S&OP and deliver real benefits to your company, it will enhance your S&OP credentials should you pass the exam.

I will be facilitating a series of one day training programs through apicsAU to assist practitioners master the concepts covered in the certificate and tested in the exam.  I was the first person to obtain the CS&OP designation in Australia and have been working with recognised S&OP thought leaders since 1985. Over the years I have teamed up with Dick Ling, Andy Coldrick (who pioneered S&OP in Australia), Tom Wallace & Bob Stahl (authors of over a dozen books/DVDs)to assist companies successfully implement S&OP to Best Practice levels. Andy Coldrick was also my consultant at Beatrice Confectionery awarded the first Class A in Victoria in 1988.

Call me for in-house sessions on 0418 130 175. Contact apicsAU for public courses |  www.apicsau.org.au or call Maria or Maryanne on 02 9891 1411.

 

Forecasting & Demand Management November 15 apicsUA Victoria chapter 79 Chetwynd Street North Melbourne

Posted: September 18th, 2013

I will be facilitating the Sales Forecasting course on November 15, at the Victorian Chapter Headquarters of apicsAU. Come along and learn about  proven processes and take away practical tools to help not only improve Sales Forecasts but also: get rid of unwanted businesses or products, improve demand management and customer service by knowing where to focus your forecasting and safety stock efforts, see the effects of simulating safety stocks and the effect on your inventory dollars. 

Free software and my famous Giveaway DVD.

Venue: Suite 8, 79 Chetwynd Street North Melbourne, 3051.

Call Sandra or Vera on 03 9328 4477 if you are interested or email to enquiries@apicsau.org.au

Additional Certified in S&OP course scheduled for October 11 at Parramatta office of apicsAU.

Posted: August 29th, 2013

As the August 27 class was booked out we have scheduled an additional session for October 11. However, there is an overflow, and places are filling fast for the remaining seats so please register as early as you can to secure your attendance. Email me at phil@heenan.com.au or enquiries@apicsau.org.au for a brochure outlining the content and how you can attain this new qualification-CS&OP, and learn how to improve profits for your company through better; forecasting, planning, inventory management, data accuracy, customer service, safety stocks, purchasing & structured communication practices.

Certificate in Sales & Operations Planning – CS&OP

Posted: June 6th, 2013

 

 

Sales & Operations Planning –

At last a qualification

By Phil Heenan  CS&OP, CFPIM, CSCP

It is exciting to see Sales & Operations Planning (S&OP) finally getting the traction in the marketplace it deserves, to the point that we now even have a qualification – Certified in Sales & Operations Planning (CS&OP).

According to Tom Wallace, he did not invent S&OP; he gives that credit to Dick Ling who wrote the first book “Orchestrating Success” and, more recently, “Breakthrough Sales & Operations Planning: How successful is your business?”

 This latest book is having a profound impact on how to implement S&OP and its “checklist” focuses 80% on behaviours whereas previous “checklists” focused 80% on processes. Teaming up with Ling-Coldrick last year to assist a major FMCG company approach S&OP in this way, the power of the approach outlined in this latest S&OP book became tangible.  I recommend you get a copy for HR and the MD and contact me if you would like me to assess your S&OP process against this set of behavioural benchmarks.

At the 2011 APICS Conference in Pittsburgh Tom Wallace acknowledged that although he may not have invented S&OP, he was certainly at the birth! And today he is the most prolific writer in the world on the subject. This is why it is fantastic news that he, in conjunction with The S&OP Institute and The Centre for Operational Excellence at The Ohio State University, has developed the Certificate in Sales and Operations Planning and the materials and exams that support the qualification.

I can thoroughly recommend you attend the CS&OP preparation courses being held around the country, read the recommended “Wallace & Stahl” texts and sit the exam. Not only will it increase your knowledge of S&OP and deliver real benefits to your company, it will enhance your S&OP credentials should you pass the exam.

Phil Heenan will be facilitating a series of one day training programs through apicsAU to assist practitioners master the concepts covered in the certificate and tested in the exam.  Phil was the first person to obtain the CS&OP designation in Australia and has been working with recognised S&OP though leaders since 1985. Over the years he has teamed up with Dick Ling, Andy Coldrick (who pioneered S&OP in Australia), Tom Wallace & Bob Stahl (authors of over a dozen books/DVDs)to assist companies successfully implement S&OP to Best Practice levels. Andy Coldrick was also Phil’s consultant at Beatrice Confectionery and was awarded the first Class A in Victoria.

Contact apicsAU for further details |  www.apicsau.org.au

 

S&OP Cost Benefit Analysis

Posted: December 15th, 2011

CBAWhitePaper

Most companies can make more profits by simply reducing complexity

Posted: February 1st, 2010

Product and Customer Rationalisation.  A Practical Guide on ‘How to’ and the pitfalls.

Introduction

McPherson’s Housewares is an Australian listed public company with annual worldwide sales of 120 million dollars.  Major brands such as Wiltshire, Richardson Sheffield, Laser, Regent Sheffield and manufacturing plants in Hong Kong, Sheffield in the UK and Melbourne, McPherson’s is one of the world’s largest knife manufacturers for the consumer market.  In Australia, McPherson’s business is broken up into seven distinct product groups that includes brand leadership in garden cutting tools, silver and stainless steel cutlery, the Australian icon, Wiltshire ‘Staysharp’ knife and other knife products, the equally well known barbeque product the ‘Bar-B-Mate’ and various scissors, silver plated hollowware and silver photo frames.

In 1994 we realized that while our business was growing we were unable to control inventory and always had too much of the products we couldn’t sell and not enough of the product we wanted.  Our customer service was poor and McPherson’s was considered to be one of the worst suppliers in the industry.  Our accountants kept telling anybody that wanted to listen that stock turns were terrible (less than two turns per year on our major product group) and we needed to fundamentally change the way we did business.  I can remember a discussion with our accountant “You’ve got too many products, too much inventory”.  The reply “Consumers need a range, cut my range and the sales will fall.  Keep your nose in the figures and let me worry about the important things like getting the sales and growing the business”.  Sounds familiar doesn’t it.

More…

Sancella’s Class A MRPII Journey

Posted: May 8th, 2009

Phil was the main educator and business coach through Sancella’s business improvement journey.

Download the story here –> phil-heenan-did-most-of-the-education-and-assessments-at-sancella

Fosters Class A Supply Chain Group

Posted: April 6th, 2009

Phil Heenan was the facilitator for the Foster’s Group 5 Day APICS Supply Chain Management course organised by Sanjay Bangalore, Senior Solutions Consultant, Business Process & Applications. Look out for these guys as they are truly a Class A group of people. Thanks Fosters for a great 5 days and for the Wolf Blass Red.

100_36931 100_36951 100_36971

Sales and operations planning (S&OP)

Posted: March 11th, 2009

click here to download pdf

S&OP & Lean In A Bank Environment

Posted: February 10th, 2009

Click here to Download the PDF

Smart Presentation Presentation A Loader

Posted: February 10th, 2009

Click here to Download the PDF

S&OP and MRPII at Mars Snackfood

Posted: February 10th, 2009

Masterfoods is a global fast moving consumer goods company.  The key business segments that Masterfoods Australia and New Zealand operate within include Petcare, Snackfood and Food. Within each of these business areas Masterfoods Australia has had prolonged and successful growth over the past few decades.

Along with many of our fellow suppliers the ever changing competitive landscape, market pressures, shrinking real estate, increased importance of Customer engagement and so on led to the initiation of a complete business review and instigation of a change program toward the end of 2004. More…

S&OP and Lean in a Bank environment.

Posted: February 10th, 2009

Authors:
Nicole Warren – Quality & Process Change Manager, Bachelor of Engineering (Hons) and Science
Peter Atanasovski – Quality & Process Change Manager, Bachelor of Engineering (Hons)
Mark Donato – Operational Performance Manager, Bachelor of Applied Science in Manufacturing Operations.

INTRODUCTION

Between 2002 and 2003, NAB faced an economic backdrop of declining interest rates, which resulted in a twenty per cent growth in home lending volumes. During this time, NAB Lending Services experienced an unprecedented level of backlog with managers unable to clearly monitor resource levels and pending work in the system. As a result, rather than reap the benefits of this surge in lending volumes, it exposed major flaws in operational capability. More…

Was Kraft Foods the largest Class A MRPII project in Australia?

Posted: February 10th, 2009

In early 1990, Kraft Food Limited’s eleven Australian food production plants confronted several problems familiar to manufacturers around the world – high inventories, chaotic scheduling, poor forecasting accuracy, weak communication and ineffective planning.

Kraft’s senior managers were determined to reverse this situation and make their plants competitive in the global marketplace. “We wanted to provide a basis on which we could move into Total Quality Manufacturing,” says Dick Ridgwell, MRP II Project Manager. More…

S&OP, MRPII/ERP and Lean in the Rice Industry

Posted: February 10th, 2009

Agribusiness in Australia can be a very challenging business environment given the harsh and varying climatic conditions that companies in Australia are required to handle.  From the high’s of a record crop size of 1.7 million tonnes, to the low’s of 300 000 tonnes and the worst drought in 100 years within a two year period.  These are some of the extremes that SunRice has had to manage in recent times, at the same time being able to achieve a record per tonne paddy return to growers.  How has SunRice been able to successfully and effectively manage the business to ensure the ongoing success of the company? More…

Re-Engineering Your Business Planning Through Sales & Operations Planning

Posted: February 10th, 2009

By John Dougherty, Senior Partner Partners for Excellence

In a manufacturing or distribution company, bringing supply and demand in balance is a fundamental “law of nature” –it happens as a natural course of events, whether you want it or not. It’s only a matter of who will bring this balance about and when.

Too often, business companies don’t operate in just a “top down” approach. They start that way, but they constantly adjust and reconcile based on “bottom up” and “side in” input. The “bottom up” inputs are the tactical, short-term issues in manufacturing, distribution, sales, marketing, technical development, and human resource planning. As things change, adjustments to the timing and mix of the overall plan must change, while holding to the original business objectives (sales, profits, market share, etc.) for the year in total. More…

Sales & Operations Planning – How do you rate?

Posted: January 22nd, 2009

Article from IT Magazine on S&OP and Lean

Without doubt two of the hottest business practices around at the moment are:

  • “Class A” Sales & Operations Planning (S&OP) and
  • Lean Manufacturing

A simple “yahoo” search reveals the enormous number of companies implementing S&OP and Lean, and the benefits they are actually obtaining.  There is even an S&OP specific “self-assessment” checklist for companies to do their own evaluation.  Let’s discuss Lean in a future article and focus on S&OP for this article. More…

S&OP FAQ by John Dougherty

Posted: January 22nd, 2009

How would you show the Production line on an S&OP supply & demand spreadsheet for a lean pull production line?

The title and definition of a production plan would not vary between a lean or not lean environment. A lean environment does not preclude making some product to stock. This is often called a supermarket. But in a pure make-to-order environment, when the finished product is never made without a customer order, the monthly production plan would be equal to the monthly sales plan. And its purpose is the same in the lean environment as in any other, that is to establish a rate at which a master schedule would be set to drive future material and resource requirements, that can be then communicated to the suppliers and manufacturing, so they can set up the resources in a way that will allow them to respond to a lean pull signal. More…

Japanese Style Execution vs. American Style Planning!

Posted: January 22nd, 2009

(Do Better Execution Methods Eliminate the Need for Planning?)

By John Dougherty

Planning!  That’s old fashioned!  “MRP, MRP II, they never worked well any way and you certainly don’t need them if you can execute (make and buy products) quicker and more reliably using World Class methods!”

This is a message you hear more and more often, and a lot of people listen.  Why?  Because not everyone was successful implementing planning tools, and even those who were have found that additional benefits can be gained from improving their method of execution. More…

Re-Engineering Your Business Planning through Sales & Operations Planning

Posted: January 22nd, 2009

By John Dougherty,  Senior Partner Partners for Excellence

In a manufacturing or distribution company, bringing supply and demand in balance is a fundamental “law of nature” — it happens as a natural course of events, whether you want it or not.  It’s only a matter of who will bring this balance about and when.

Too often, business companies don’t operate in just a “top down” approach.  They start that way, but they constantly adjust and reconcile based on “bottom up” and “side in” input.  The “bottom up” inputs are the tactical, short-term issues in manufacturing, distribution, sales, marketing, technical development, and human resource planning.  As things change, adjustments to the timing and mix of the overall plan must change, while holding to the original business objectives (sales, profits, market share, etc.) for the year in total. More…