Sales, Inventory and Operations Planning (SIOP) at MANN+HUMMEL
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Christopher Schreiner, Managing Partner bei EMPORIAS
Christopher Schreiner
Managing Partner
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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 differing perspectives and planning bases in the cross-functional process
  • Currently,some process steps involve a high degree of manual effort, and there is no end-to-end system support or single source of truth
  • Lack of transparency in medium-term supply planning, no firmly established scenario planning, and, in some cases, late identification of bottlenecks
Andreas Weckfort
Manager Logistics Independent Aftermarket, MANN+HUMMEL

“The introduction of an integrated SIOP process was an important step for us toward more closely integrating the various functional areas within the company and creating a common data foundation. For the first phase of implementing the integrated SIOP solution, we focused on demand and supply planning, from which we expect a significant optimization of capacity management. In EMPORIAS, we have found a partner that not only works on a conceptual level but also collaborates with us to implement solutions in a practical and consistent manner. The collaboration on an equal footing, as well as the consistent involvement of our employees throughout the entire transformation process, was particularly valuable. The combination of sound methodology and a hands-on approach has played a key role in firmly embedding the new process within our organization.”

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
  • Design 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 schedule (process cadence)
  • Conducting SIOP process training sessions
  • Development and execution of a comprehensive change management strategy to ensure sustainable, organizational embedding
  • 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 shared, consistent understanding of roles within the cross-functional process