In his review of the best practice standards, he has concluded that he must take responsibility and process ownership in order for the process to be implemented successfully. He cannot delegate ownership or responsibility. Delegation will ensure that the process fails.

在對最佳實踐標(biāo)準(zhǔn)的審查中，他得出結(jié)論，他必須承擔(dān)責(zé)任并擁有流程所有權(quán)，才能成功實施流程。他不能下放所有權(quán)或責(zé)任。委派肯定會使流程失敗。

He understands that the process involves multiple levels of management through the pre-reviews of product development, demand, supply, and finance. However, these reviews alone will not ensure that constraints that could prevent the company from achieving its objectives will surface.

該流程涉及到通過產(chǎn)品開發(fā)、需求、供應(yīng)和財務(wù)的預(yù)先審查進(jìn)行的多層次管理。然而，單憑這些審查并不能確保阻礙公司實現(xiàn)其目標(biāo)的約束就浮出水面。

By ensuring that company initiatives are integrated in the process, the key constraints will truly surface. This will involve reviewing the priority, status, and resources committed to company improvement projects at least once per month in the executive sales and operations planning meeting.

通過確保公司的方案在這個流程中得到整合，關(guān)鍵的制約將真正顯現(xiàn)出來。這將涉及至少每月在執(zhí)行銷售和運(yùn)營計劃會議上審查一次公司改進(jìn)項目的優(yōu)先級、狀態(tài)和資源。

Ross, in his role as general manager, does not personally want to handle all the details of the sales and operations planning process. He does want a process to be developed in which he has ultimate confidence that it is working properly.

作為總經(jīng)理，羅斯本人并不想處理銷售和運(yùn)營計劃流程的所有細(xì)節(jié)。他確實希望開發(fā)這樣一個流程，并會給他信心，流程運(yùn)行得井井有條。

Ross recognizes that a sales and operations planning coordinator must be selected to work out the details and ensure that the process is working and improving. Consultants have advised him that, except in large corporations, the coordination position is not a full-time job. The logical candidates for this position are the demand coordinator, the supply coordinator, and the financial review coordinator.

羅斯認(rèn)識到，必須選擇一名銷售和運(yùn)營計劃協(xié)調(diào)員來制定詳細(xì)信息，并確保流程有效并得到改進(jìn)。顧問們告訴他，除了大公司，協(xié)調(diào)職位不是全職工作。這個職位的邏輯候選人是需求協(xié)調(diào)員、供應(yīng)協(xié)調(diào)員和財務(wù)審查協(xié)調(diào)員。

The sales and operations planning coordinator will ensure that reconciliation and problem solving occur.

銷售和運(yùn)營計劃協(xié)調(diào)員將確保協(xié)調(diào)和解決問題。

The consultants have further advised him that in the early stages of the implementation, the sales and operations planning coordinator also serves as the project leader for the sales and operations planning implementation. Once the process is implemented, the sales and operations planning coordinator serves as the facilitator of the ongoing process.

顧問進(jìn)一步建議他，在實施的早期階段，銷售和運(yùn)營計劃協(xié)調(diào)員還擔(dān)任銷售和運(yùn)營計劃實施的項目負(fù)責(zé)人。一旦流程實施，銷售和運(yùn)營計劃協(xié)調(diào)員將作為正在進(jìn)行的流程的推動者。

The role of the general manager during the implementation is to serve as process owner and implementation champion. The general manager is personally responsible for the successful implementation and operation of the sales and operations planning process.

總經(jīng)理在實施過程中的角色是充當(dāng)過程所有者和實施倡導(dǎo)者。總經(jīng)理親自負(fù)責(zé)銷售和運(yùn)營計劃流程的成功實施和運(yùn)營。

Ross stops and takes a deep breath. “How are we doing?” he asks. “Any questions?”

羅斯停了下來，深吸一口氣。“我們怎么做？“他問。“有疑問嗎？”

No one answers for a moment. Finally, Anita Cooper, the purchasing manager, asks, “How are you able to stand there and recite all of that?” Ross smiles and says, “Through years and years of experience in implementing sales and operations planning in many companies. I take your question as a compliment. Thank you.”

暫時無人回答。最后，采購經(jīng)理安妮塔·庫珀問道：“你怎么能站在那里背出所有這些內(nèi)容的呢？”羅斯微笑著說，“通過多年在許多公司實施銷售和運(yùn)營計劃的經(jīng)驗。我把你的問題當(dāng)作一種謬贊。謝謝。”

Ross continues by saying that it is important to have a picture of what a successful process looks like. When the process has been implemented successfully, all of the participants have an appropriate level of understanding and Commitment.

羅斯繼續(xù)說，了解一個成功的流程是什么樣子很重要。當(dāng)流程成功實施時，所有參與者都有一個同等適當(dāng)?shù)乃胶驼J(rèn)知和理解。

In any successful process, at any instant in time, there is an agreed-upon company plan. The plan was agreed upon in the last sales and operations planning cycle. It was agreed upon through consensus and acceptance of accountability and commitment to a bookings plan, sales/shipment/demand plan, production plan, inventory plan, customer lead-time/backlog plan, new product development plan, company initiative plan, and the resulting financial plan.

在任何成功的流程中，在任何時刻，都有一個統(tǒng)一的公司計劃。該計劃是在上一個銷售和運(yùn)營計劃周期中達(dá)成的。通過協(xié)商一致并接受對預(yù)訂計劃/銷售/出貨/需求計劃/生產(chǎn)計劃、庫存計劃、客戶交貨期/積壓計劃、新產(chǎn)品開發(fā)計劃、公司倡議計劃以及由此產(chǎn)生的財務(wù)計劃的責(zé)任和承諾，達(dá)成一致。

“We use one set of operating numbers to manage the business,” Ross says. “We operate under the principle that we will all do what we say we are going to do. This means we will achieve the current plan or advise if it cannot be met and clearly understand the reasons why.”

羅斯說：“我們使用一組運(yùn)營數(shù)字來管理業(yè)務(wù)。”“我們的運(yùn)作的原則是，我們都會按照我們所說的去做。這意味著我們將實現(xiàn)當(dāng)前的計劃或建議，如果它不能得到滿足，并清楚地了解原因。”

He pauses. The executive team members nod their heads, indicating that they understand these fundamental principles.

他停頓了一下。執(zhí)行團(tuán)隊成員點頭表示他們理解這些基本原則。

Ross explains that as the general manager, he expects to spend four hours or less once a month in the executive sales and operations planning meeting. He expects that the pre-review meeting steps will have identified the changes to the current, previously approved plan. The rest of the month, he should be free to do the things that provide the greatest benefit to the company. This rarely includes Micromanagement.

羅斯解釋說，作為總經(jīng)理，他希望每月花四個小時或更少的時間在執(zhí)行銷售和運(yùn)營計劃會議上。他期望，預(yù)審會議步驟將確定對當(dāng)前、先前批準(zhǔn)的計劃的變更。在這個月的剩余時間里，他應(yīng)該可以自由地做那些為公司提供最大利益的事情。這不包括微觀管理。

He expects that normally forty-eight hours prior to the executive sales and operations planning meeting, he will receive a package of material. Ideally, he would prefer that the material be e-mailed to him. He also expects that prior to the meeting, the sales and operations planning coordinator will brief him to highlight the issues, concerns, decisions that will need to be made, and direction required to be given.

他預(yù)計，通常在執(zhí)行銷售和運(yùn)營計劃會議前48小時，他將收到一堆材料。理想情況下，他更愿意將材料通過電子郵件發(fā)送給他。他還希望在會議之前，銷售和運(yùn)營計劃協(xié)調(diào)員將向他簡要標(biāo)明問題、關(guān)注點、決定以及需要給出的指導(dǎo)。

Peter Newfeld, the product development/engineering director, interrupts. “Our e-mail system is not yet reliable. Do you recommend other approaches?” “Twenty years ago, when this process was first developed, e-mail did not exist,” Ross notes. “Any method of getting the information to the meeting participants that works for you is okay.”

產(chǎn)品開發(fā)/工程總監(jiān)皮特紐菲爾德打斷。“我們的電子郵件系統(tǒng)還不可靠。你能推薦其他的辦法嗎？”“二十年前，當(dāng)這個過程第一次開發(fā)時，電子郵件并不存在，”羅斯指出。“任何向會議參與者提供適用于您的信息的方法都可以。”

Ross pauses and steps back from the table. “Let me digress for a moment,” he says. “At some point today, some of you must have had the desire to say, ‘We already do this.’ And my response is, ‘Of course you do.’”

羅斯停下來，從桌前上退了下來。“讓我離題一會兒，”他說。“在今天的某個時刻，你們中的一些人一定想說，‘我們已經(jīng)做到了。’我的回答是，‘當(dāng)然，你做到了。’”

He tells the group members that they already perform most of the functions that were introduced today. However, they are done independently and separately — not as an integrated, synchronized process and not as a team.

他告訴小組成員，他們已經(jīng)完成了今天介紹的大部分功能。然而，它們是獨立和單獨完成的——不是作為一個集成的、同步的過程，也不是作為一個團(tuán)隊。

Picture any team sport. The players must work together as a team to win. Whether it is football, baseball, basketball, doubles tennis, volleyball, or soccer, long-term success is based upon working together.

想象一下任何團(tuán)體運(yùn)動。運(yùn)動員必須團(tuán)結(jié)一致才能獲勝。無論是足球、棒球、籃球、雙打網(wǎng)球、排球還是足球，長期的成功都是建立在精誠合作的。

“Sales and operations planning is about taking all those things you already do, filling in the things you do not currently do, and integrating them. Keep it simple. It really is organized common sense,” Ross says.

“銷售和運(yùn)營計劃是指把你已經(jīng)做的所有事情都做了，填上你目前沒有做的事情，并將它們集成起來。保持簡單。這真的是有組織的共識，”羅斯說。

He takes a deep breath and asks if there are any questions. Mark Ryan is surprised that his team has no questions. Then he notices Ross’s behavior. After asking if there were any questions, he immediately looked down at the computer and began flipping through visuals. His head was down. His body language said not to ask him any questions. Earlier today, when he asked a question, he would walk into the center of the room. Mark concludes that Ross knows they are behind schedule and does not want any questions asked.

他深吸一口氣，問是否有問題。馬克·瑞安很驚訝他的團(tuán)隊沒有任何問題。然后他注意到羅斯的動作。問完是否有問題后，他立即低頭看了看電腦，開始瀏覽圖。他的頭低下了。他的肢體語言在說不要問他任何問題。今天早些時候，當(dāng)他問一個問題時，他會走進(jìn)房間的中心。馬克明白，羅斯知道他們進(jìn)度落后，最好不問任何問題。