Our thesis revolves around the fact that, even the leaders of the automotive suppliers around the world face several problems. Also, the company around the world is optimized at sub-level rather on the global picture and due to this factor most of the company have trouble achieve their goals with current performance. Automotive suppliers are suffering due to problems which are coupled with contemporary problems related to the short horizon from the customer, the constant increase of the critical supplier and customers. The company cannot achieve the required synergies without being fully integrated across their entire functional department which is necessary to tackle the problems. The main reason the full integration is very hard to attain is based on the fact that, it’s hard to communicate within the functional department of the plant because the department of finance and sales speaks the language of Sales ID whereas logistics speaks the language of the Part numbers, so there is an information asymmetry between the finance and logistics departments respectively. Therefore, a proactive measure is needed to overcome these problems. Indeed, we opted to use the Sales Inventory Operations Planning process which focuses on the full integration of all the functional departments of the company and to promote better communication and information flow between the different department through a proactive session where all the department are brought together to discuss and plan how to tackle a certain problem and the proactive measures to prevent these problems from reoccurring in the future. Also Sales Inventory Operation Planning (SIOP) connects the world of finance and logistic by having a linkage between the Part number and Sales ID in its tool for forecasting the demand on a long-term. We had the pleasure to implement the SIOP process during the Budget 2019 and were able to identify several key hidden problems which would have otherwise been unable to detect.
La nostra tesi ruota intorno al fatto che anche i fornitori leader a livello mondiale nel settore automotive affrontano diversi problemi. In particolare, la società Automotive Lighting, che opera a livello mondiale, è ottimizzata a livello locale piuttosto che sul quadro globale e, a causa di questo fattore, la maggior parte dell'azienda ha difficoltà a raggiungere i propri obiettivi con le prestazioni attuali. I fornitori automobilistici stanno soffrendo a causa di problemi che sono associati a contingenze contemporanee, legate al breve orizzonte previsionale fornito dal cliente e al costante aumento del numero di fornitori e clienti critici. L'azienda non può realizzare le sinergie richieste senza essere completamente integrata lungo tutti i propri reparti funzionali, cosa che si rende necessaria per affrontare i problemi. Il motivo principale per cui la piena integrazione è molto difficile da raggiungere si basa sul fatto che la comunicazione tra le diverse aree funzionali dell’azienda risulta molto problematica. Ad esempio, i dipartimenti di finanza e vendite parlano la lingua dell'ID di vendita, mentre la logistica parla la lingua del componente di produzione, quindi c'è un'asimmetria informativa tra i reparti finanza e logistica rispettivamente. Pertanto, è necessaria una misura proattiva per superare questi problemi. Abbiamo quindi deciso di utilizzare il processo “Sales Inventory Operations Planning” (SIOP) che si concentra sulla completa integrazione di tutti i reparti funzionali dell'azienda e di promuovere un migliore flusso di comunicazione e informazioni tra i diversi dipartimenti attraverso una sessione proattiva in cui tutti i reparti sono riuniti per discutere e pianificare su come affrontare un determinato problema e le misure proattive per evitare che questi problemi si ripresentino in futuro. Inoltre, il SIOP (Sales Inventory Operations Planning) collega il mondo della finanza e della logistica avendo integrato un collegamento tra il codice componente e l'ID di vendita nel suo strumento per la previsione della domanda a lungo termine. Abbiamo avuto il piacere di implementare il processo SIOP durante il Bilancio 2019 e siamo stati in grado di identificare diversi problemi chiave nascosti che altrimenti l’azienda non sarebbe stata in grado di rilevare.
Implementation of a sales inventory and operations planning (SIOP) for an automotive supplier
VENKATESH, JAWAKAR SHYAM;
2017/2018
Abstract
Our thesis revolves around the fact that, even the leaders of the automotive suppliers around the world face several problems. Also, the company around the world is optimized at sub-level rather on the global picture and due to this factor most of the company have trouble achieve their goals with current performance. Automotive suppliers are suffering due to problems which are coupled with contemporary problems related to the short horizon from the customer, the constant increase of the critical supplier and customers. The company cannot achieve the required synergies without being fully integrated across their entire functional department which is necessary to tackle the problems. The main reason the full integration is very hard to attain is based on the fact that, it’s hard to communicate within the functional department of the plant because the department of finance and sales speaks the language of Sales ID whereas logistics speaks the language of the Part numbers, so there is an information asymmetry between the finance and logistics departments respectively. Therefore, a proactive measure is needed to overcome these problems. Indeed, we opted to use the Sales Inventory Operations Planning process which focuses on the full integration of all the functional departments of the company and to promote better communication and information flow between the different department through a proactive session where all the department are brought together to discuss and plan how to tackle a certain problem and the proactive measures to prevent these problems from reoccurring in the future. Also Sales Inventory Operation Planning (SIOP) connects the world of finance and logistic by having a linkage between the Part number and Sales ID in its tool for forecasting the demand on a long-term. We had the pleasure to implement the SIOP process during the Budget 2019 and were able to identify several key hidden problems which would have otherwise been unable to detect.| File | Dimensione | Formato | |
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2018_10_Venkatesh_Soliman.pdf
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https://hdl.handle.net/10589/142417