Gestão & Produção
https://www.gestaoeproducao.com/article/doi/10.1590/0104-530x2094-19
Gestão & Produção
Artigo Original

Avaliação da maturidade do processo de S&OP em uma empresa de material de escrita: um estudo de caso

Evaluation of the maturity of the S&OP process for a written materials company: a case study

Gustavo Bagni; Josadak Astorino Marçola

http://dx.doi.org/10.1590/0104-530x2094-19 Gest. Prod., vol.26, n1, p.0, 2019
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Resumo

Resumo O objetivo desta pesquisa foi avaliar o estágio de maturidade do processo de S&OP da empresa objeto de estudo, identificar as principais deficiências por categoria avaliada e propor ações para sua melhoria. Para tanto, utilizaram-se três modelos, sendo dois modelos qualitativos e um modelo quantitativo. A pesquisa apresentou resultados divergentes entre a classificação oriunda dos modelos qualitativos e quantitativo, especialmente pelo fato de as métricas calculadas serem genéricas, não incorporando fatores como tipo de mercado consumidor, número de clientes e características de seus produtos e processos. Para a métrica acuracidade da previsão de vendas, é proposta a realização de uma média ponderada entre a acuracidade de cada família de produtos, sendo os pesos definidos por meio de uma classificação ABC baseada no faturamento das famílias. Do ponto de vista prático, notou-se que a principal dificuldade do processo de S&OP na empresa estudada reside na interface entre demanda e suprimentos, especialmente pelo fato de a companhia possuir uma estrutura organizacional do tipo funcional orientada ao atendimento da demanda. O fortalecimento dessa integração é a finalidade maior da atuação de um processo de S&OP na empresa, para minimizar conflitos funcionais e melhorar o desempenho da companhia.

Palavras-chave

S&OP, Modelo de maturidade, Gestão da demanda, Gestão de operações, Gestão por processo

Abstract

Abstract This paper aims to evaluate the maturity stage of S&OP process in a written materials company to identify main deficiencies of this process and to suggest actions to its evolution. Three models were selected to do this task: two qualitative models, proposed by and a quantitative one. There were significantly differences between results from the quantitative and the qualitative models, especially because the quantitative model used generic reference value for the metrics, without considering industry in which the company is located, the number of clients as well as the characteristics of its products and processes. For the demand planning accuracy metric, it is proposed a method using an average weighted of product families’ accuracy, defining the weights by an ABC classification based on families’ revenues. On the practical field, the main difficult in S&OP process analyzed was the interface between demand and supply, especially because the company has a functional structure focused on meeting demand. The difficult of this integration is, in fact, the main purpose of S&OP. Therefore, the company expects to reduce the conflicts in this interface in the coming years.

Keywords

S&OP, Maturity model, Sales management, Operations management, Process management

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