Jack Gips, president of Jack Gips Inc., has 41 years of manufacturing experience as a practitioner, educator, and consultant. He has worked with hundreds of companies on manufacturing systems projects worldwide and provided education for thousands of seminar attendees. Gips’ APICS activities include 12 years on certification committees, speaker at over 300 chapter meetings and 12 APICS International Conferences, and editor of the "Capacity Planning" chapter in The Production and Inventory Control Handbook.
Jack Gips, president of Jack Gips Inc., has 41 years of manufacturing experience as a practitioner, educator, and consultant. He has worked with hundreds of companies on manufacturing systems projects worldwide and provided education for thousands of seminar attendees. Gips’ APICS activities include 12 years on certification committees, speaker at over 300 chapter meetings and 12 APICS International Conferences, and editor of the "Capacity Planning" chapter in The Production and Inventory Control Handbook.
Description
Although sales and operations planning (S&OP) and master scheduling have been greatly refined, connections between them are muddy. Should production plans drive the master schedule? Should master schedules determine the production plans to be reviewed in S&OP? How should you link S&OP and scheduling for a effective business plan and successful results? This presentation will examine these issues and many more—and includes an audience exercise to analyze the implications of each approach.
LEARNER OUTCOMES:
1. Clearly and logically understand the basic approaches that companies use to link the S&OP with the master schedules and the pros and cons of each approach.
2. Ensure that their master scheduling systems are structured to help their master schedulers maintain synchronization with Managements Sales and Operations Plans.
3. Analyze the linkages between the S&OP and the MPS in their own companies and either confirm their validity, or recommend a better direction.