Measuring Maturity and organizational engagement into S&OP – Hilti
|Company Name / Department||Hilti|
Federico Scotti di Uccio
|Start Date||1 February 2021|
|Housing arranged by company||–|
Welcome to Hilti. Our leading-edge tools, technologies, software and services power the global construction industry, including some of the world’s most ambitious feats of engineering. To deliver these innovative solutions to our customers, we’re looking for dedicated, high-performing people to join our team.
S&OP is a cross functional process that involves a robust process (workflow), metrics, systems and organizational engagement.
Today we have implemented our S&OP design end to end from customer to suppliers. Key for process improvement is to measure process maturity, surface gaps and set resolution actions. Today this is done in a comprehensive way on the sales planning (demand planning) part.
We miss a concept that measures process maturity including the Supply Planning – Central Planning side and the overall S&OP process
A concept that not only enables full visibility on maturity stage but also links to business impact, what levers and dimensions to prioritize in a maturity assessment?
We miss a concept to measure organizational engagement, accountability and behaviors within the process. Having people committed to the process and engaged in actively participating in the process meetings.
Failure to do so, we risk to not have the right visibility, initiatives and prioritization to improve our process. We risk to not engage the right people, not having the right decisions and impact to our KPIs.
Goals of the Project and deliverables
Develop a concept to measure process maturity and organizational engagement.
Develop Maturity model for Supply Planning / S&OP in order to benchmark across Business Units and to other companies running similar processes.
Recommend implementation and way forward.
Essential Student Knowledge
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