Sales, Inventory and Operations Planning (SIOP) at MANN+HUMMEL
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Christopher Schreiner, Managing Partner bei EMPORIAS
Christopher Schreiner
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Sales, Inventory and Operations Planning (SIOP) at MANN+HUMMEL

Initial situation and challenge
  • Incomplete input from all sales functions as well as divergent perspectives and planning foundations in the cross-functional current-state process
  • Currently, in some areas, high manual effort in individual process steps as well as no end-to-end system support and single source of truth
  • Lack of transparency in medium-term supply planning, no firmly established scenario planning, and in some areas delayed bottleneck identification

KUNDENSTIMMEN

“Introducing an integrated SIOP process was a major step for us in better aligning the various functional areas within the company and creating a common data foundation. For the first implementation phase of the integrated SIOP solution, we focused on demand and supply planning, from which we expect a significant optimization of capacity management. In EMPORIAS, we found a partner that doesn't just work on a conceptual level, but one that works with us to put these topics into practice in a hands-on and consistent manner. The collaboration as equals was particularly valuable, as was the consistent involvement of our employees throughout the entire transformation process. The combination of sound methodology and a hands-on approach played a decisive role in anchoring the new process sustainably within our organization.”

Andreas Weckfort – Manager Logistics Independent Aftermarket, MANN+HUMMEL

Approach and proposed solutions
  • Definition of an end-to-end SIOP target process for demand planning, supply planning, pre-SIOP meetings, and executive meetings, including official sign-off by top management and a framework for SIOP decision-making
  • Structuring all process phases with the corresponding activities, inputs (data quality & structure), and outputs
  • Development and introduction of clear SIOP roles and responsibilities
  • Implementation of an official SIOP calendar as well as a fixed meeting rhythm (process cadence)
  • Conducting SIOP process training
  • Development and execution of a comprehensive change management strategy for sustainable organizational anchoring
  • Support for the introduction of SAP IBP

Results of the joint project work
  • Establishing an integrated SIOP process to create a reliable “one-number plan” based on a shared and transparent data foundation
  • Establishing a clearly defined planning horizon as part of rolling medium- to long-term planning, thereby distinguishing it from short-term operational planning
  • Introduction of SAP IBP as a central tool for automation, professionalization and systemic integration
  • Successful change management to establish accepted responsibilities and a lived, consistent understanding of roles within the cross-functional process