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today we're speaking with sanjay Desai and the topic is snop and the the processes in an organization this is a two-part series and this is part one so Sanjay can you first provide an introduction yes thanks to the Fink hi I'm Sanjay Desai as a pungent professional who started the journey with Unilever in India in the Mumbai plant as a blue-collar Velas worker in 1983 over last 34 years worked my way up in diverse organizations multiple geographies and Andrew end-to-end supply chain functions work for some of the best fortune 500 multinationals like Unilever Aventis Pharma ExxonMobil Apple computers Dell global SA Johnson Thermo Fisher Scientific and finally Huntsman as director of the supply chain greater pact I left Frenchman in December 2016 and involved the next phase of my career as a freelance supply chain professional very happy to connect with you Dustin today thanks a lot Thanks so what is Sales and Operations planning so snop as is known as Sales and Operations planning is a very strategic senior management tool which aims at improving an end-to-end value and efficiency of an enterprise it is not about supply chain only and thus why I mentioned value chain and enterprise wise snop process creates a robust framework around the core processes of the business and this framework allows the senior leader to effectively build and communicate their execution plan also understand the moving dynamics of the business and to have ability to quickly shift gears and execute smartly in the changing environment this process of self calibration is repeated at regular intervals using a shunova meeting as a platform for whatever testing so when snop came into the picture arm at that time how is this process how does this process evolve and how far did it has it gone so uh I would say first is good your this question because snop goes as back as 1980s Oliver White who was the owners of this to mention that they first implemented this process somewhere in the mid to late 1918 which means that it is around now for close to thirty years as we see today well it is the world to a full grown process by now in most of the organizations the core elements have remained more or less as they began in 1980s however what has changed so far is the execution methodology of this process so different organizations have digested exposes understood it differently and amended some of the exaction principles to suit to their business model meaning it has gone in different directions people call it a therapy while it may not have retained its original sanctity as per the Oliver Wight it is still around I think it is going to be around for the next at least decade Destin's who should our own the snop in an organisation and are you aware what's the general practice today and industry thank you you had this question Dustin this has been a topic which is devoted widely in various opinions and you will hear various openings in many different organizations I would say that keeping everything aside snop is the process which is most effective and will produce it is as a result if it is functionally owned by commercial organization and driven by the highest authority in that function it is very critical should be owned by commercial and driven by the highest authority supply chain is in best position to run this process since it impacts working capital customer service and delivery efficiencies which predominantly our supply chain KPI so there is an insurable interest for supply chain to run this the senior leadership involvement is not just a constitutive one but it is a practical one aimed at keeping the ation of a focus on the futuristic view being very strategic and decision oriented oh dear Destin I'm not long ago we we started to hear about another process called IB P what is IB P and is there a synergy within IB P with snop or are they different well great IVP I started not very long ago as you said which is right it stands for integrated business process it again comes from all your white-only so it's more or less like a big brother for snop in aesthetics and its own principles it is more or less the same process but with the differences being in the nomenclatures they use and the overarching broader scope that high BP has we can say IVP is more revolving financially it is more woven and interconnected incorporating financial plans and budgets of the organization at various stages in the entire process explain in other way ivb is about shifting the focus of current snop beyond supply chain function and bringing in executives from other function inside from an ownership perspective so what always the principles the same what a sign up is typically seen as a supply chain process whereas IVP can be really organization and enterprise voice now here again although Oliver Wight does not agree to this sentiment it is widely filled by industry leaders and practitioners that IVP is actually like a big brother to X n of your process what are the key elements that an SOP should address well there are five broad areas it and at a high level assembly is known to be a five step process now as I said earlier that organizations have crafted and executed differently so it can be six or it can be seven or it can be four as well however in its intent and as an all the white have defined it it typically is the five step process and which is exhibited in a certain regularity and with a certain visa right it is highly practical and recommended to run this process at least one phenomenon and the five broad key elements that should be executed our number one product review or PR we should address new product introductions end-of-life pricing of the product number two element is demand review which is called dr it should review changes in the demand patterns it should look at market activities and the deals that the commercial team wants to have third element is supply review called as sr it looks at availability of supply factory shutdowns and factory capabilities and asset utilization number four element is financial review or an integrated review typically called as ir this will address the PNA changes in the last if NOP positive impacts to the organization and conduct a gap analysis including what-if scenario and the fifth element is probably the most senior of this event BR or management business review which is typically actions alignments and decision where all these functions will come together and actually have management business review to view your futuristic plan as well as what is in the pipeline to make sure that the current business dynamics are aligned actions are laid down a language sort and a decision are taken attained of the meeting so that is the overall format of the snop has been clearing today or sanjay and looks look forward is part two of this interview in the near future wonderful thanks a lot justin great