In addition to the organizational and technology rollout, Michelin conducted a gap analysis of its S&OP processes and its position on the S&OP maturity curve. The teams identified process gaps and data consistency issues and built an action plan to close those gaps. The action plan was then translated into monthly objectives, along with monthly status reviews, to reinforce organization-wide accountability. The company also joined Blue Yonder’s S&OP Special Interest Group, which enabled them to learn from other customers’ experiences and best practices.
Avantages de la solution
Michelin turned to Blue Yonder for support in the transformational S&OP project, encompassing process, organizational and technology changes, to improve its supply chain plan decisions and cross-functional alignment.
Blue Yonder’s sales and operations planning capabilities enabled Michelin to better share within the business unit executive team a common demand, sales and production plan, as well as manage priorities. It also allows the enterprise to balance demand against capacity across a 12-18-month horizon, a process often referred to as tactical balancing, or rough-cut capacity planning.
Pourquoi Blue Yonder
At the beginning of 2017, Michelin launched a reorganization study, modifying in depth its business structure. The collaboration capability in Blue Yonder S&OP played an integral part as it enabled multiple entities (such as manufacturing, regions and business lines) to work together to build common tactical sales, production and stock plans, and it was one of the main levers that allowed a quick transition from the old organization to the new.
Since January 2018, the main Michelin activities worldwide have been driven using Blue Yonder’s S&OP capabilities and a tool deployment roadmap. The solution supports a standardized process and network for sharing best practices, empowering the plants and sales organizations with a new tool for collaboration. It also enables local simulations to support demand management in the regions, as well as capacity management at the plants, all using one set of data to ensure consistency.
