【正文】 7。 L’Or233。 Training for Sales and Marketing resources is insufficient. 167。 Although L’Or233。 No postmortem analysis is conducted or captured on failed product launches as input to future launchesPromotions167。 “One Shot” promotions are difficult to planProduct Allocation167。 Phase In/ Phase Out of products which entails weighting the forecast to reflect a product’s lifecycle167。 Allocation is a useful tool for ensure higher priority customersobtain increased service levels in cases of shortages. L’Or233。 Once forecasts are more accurate, L’Or233。 An APS solution will facilitate the aggregation and disaggregation of the forecast, however, time should be spent determining the appropriate level for forecasting. Topdown approaches can mask trend shifts while bottomup approaches may not consider effects shared across brandsMeasuring Forecast Inaccuracy 167。 Excess inventory (returns, spoiled, destroyed, obsolete, slow moving)167。 OvertimeCustomer Collaboration167。 L’Or233。 tolerance of 20% (BIC 75% of SKU achieve this target) 167。 Inventory Writeoffs are at % (BIC for CPG is 2%)167。 The unconstrained forecast is the main input for developing the purchasing plan. Given L’Or233。al Canada must place orders far in advance, often before they are able to assess trends167。al’s factories occasionally push excess stock to the DCs rather than trying to match customers’ requirements167。 Collaborative Planning with the plants would involve L’Or233。 Once L’Or233。 Obtaining visibility to the plant’s production schedules to gain a better sense of supply plans and capacity constraints167。al panies to ensure customer service levels are the primary focus rather than factory throughput and costs167。al Sales Companies’ forecasts. This would:167。 Beyond the forecasted amount stock could be allocated on a “first e, first serve” basis167。al USA (. Lanc244。al’s global sales. Therefore, L’Or233。al Canada does not yet have the process and infrastructure to fulfill this requestProduct Launches167。 L’Or233。al is “not close enough to it’s customers”, the “arrogant culture” prevents L’Or233。 L’Or233。 Implement consistent munication with customers . order acknowledgements, order status updates and customer satisfaction surveys167。 Do most customers have separate buyers / receiving docks by brand or would they prefer a more consolidated view of L’Or233。 Once L’Or233。 Month end inventory for January 2023167。 12 L’Oreal Paris SKUs167。 A qualitative assessment of your operations from different perspectives167。al Response Analysis? Total respondents: 7? Overall rating: Understanding ? Range of responses: Innocence to Competence? Most disagreement regarding “Sales and Operation Planning” ? Standard deviation of on a scale of 1 to 524Maturity Profiles – Supply Planning Summary Innocence AwarenessUnderstandingCompetence ExcellenceL’Or233。 L’Or233。al operates like a small business in that it is flexible enough to be able to launch a product in 6 month while PG can take over 2 years to launch a product167。al Canada as a “Love / Hate” relationship. LOVE due to L’Or233。 Marketing driven to a Customer driven anization167。al factories should focus on helping them gain an awareness of their impact on the L’Or233。al to perate the various teams/departments at the client site167。 Resources are encouraged to speak out and share their point of view. They are not looking for “Yes, men”, but rather dynamic people who will question, speak with conviction and improve the pany and products167。 L’Or233。al is a decentralized pany。al has recently worked to bring the divisions and functions together in discussions to improv。 L’Or233。al positions Culture 167。 High emphasis on employee empowerment and openness 167。 L’Or233。 L’Or233。 Product focused to a Sales focused pany167。al has been ineffective stocking customers shelvesOpportunityStrategic Change167。 Customers have bee increasingly demanding and stronger in negotiations167。 Health and Beauty is a growth industry167。al Response Analysis? Total respondents: 2? Overall rating: Understanding 26Maturity Profiles – Enabling Processes Summary InnocenceAwarenessUnderstanding Competence ExcellenceL’Or233。 Assessed on a scale of “innocence” to “excellence” where excellence reflects the vision for leading practicesInnocenceAn anization that exhibits few or non of the leading practices monly adopted around strategy, process and support capabilitiesAwarenessAn anization that has a rudimentary, looselywoven set of petitive capabilities implemented。 It is our understanding that the Forecast data provided is the last “corrected forecast” rather than the original forecast used to make procurement decisions. We would expect the real forecasting error would then be higher than the average +/32% calculated for the 12 L’Oreal Paris SKUs167。 Shipments data 167。 Customization and automation of the ATP search path by customer/product bination to determine whether alternate locations or alternate products can be offered to customers in cases of product shortages167。 Once the order entry process has been reviewed, there may be a need to modify Sales Area configuration in SAP SD 167。al factories to obtain more specific ATP dates (. ASNs) to share with customers167。al multiple times since separate orders are placed by brand. Some of the orders are consolidated using the transportation management system to ship to the customerOpportunityCustomer Service167。 Product allocation is not being effectively used to ensure priority customers are satisfied first in cases of product shortageAvailable To Promise (ATP)167。al is still struggling to achieve higher service levels167。al and its customers have already mitted toProduct Harmonization167。 The US factory is measured based on it’s ability t