“By now, you probably know the first question I am going to ask about the financial review subprocess,” Nolan says.

“現(xiàn)在，你可能知道第一個(gè)問(wèn)題我想問(wèn)財(cái)務(wù)審查的子過(guò)程，”諾蘭說(shuō)。

“Who is the executive process owner for this subprocess?” Jim Simpson, the manufacturing director, replies.

“誰(shuí)是這個(gè)子流程的負(fù)責(zé)人？” 生產(chǎn)總監(jiān)吉姆辛普森回應(yīng)道。

All heads turn toward Janis Novak, the controller. “I guess that would be me,” she says.

大家都轉(zhuǎn)向財(cái)務(wù)主管珍妮絲?！拔蚁脒@將是我的，” 她說(shuō)。

“And who is the logical person to be your financial review coordinator?” Nolan asks. “Remember, this person will most likely be involved in the demand review subprocess and the supply review subprocess.”

“誰(shuí)是你的財(cái)務(wù)審查協(xié)調(diào)人？”諾蘭問(wèn)?！坝涀?，這個(gè)人將最有可能參與需求審查進(jìn)程和供應(yīng)審查子流程?！?/p>

“Actually, I am fortunate,” Janis says. “I have a couple of very good candidates, but I would prefer not to name the individual now.” Ross has coached Mark to take definitive action whenever he sees an opportunity to move the process forward more quickly. “So when can we expect you to name the coordinator?” Mark asks.

“事實(shí)上，我很幸運(yùn)，”珍妮斯說(shuō)。“我有幾個(gè)非常好的候選人，但我現(xiàn)在不想點(diǎn)出這個(gè)人的名字?！绷_斯已經(jīng)給馬克交待過(guò)，每當(dāng)他看到有機(jī)會(huì)更快地推進(jìn)這一進(jìn)程時(shí)，就采取決定性的行動(dòng)?！澳敲次覀兪裁磿r(shí)候可以讓你指定協(xié)調(diào)員呢？”馬克問(wèn)。

“I can make that decision by Tuesday of next week,” Janis responds.

下周二之前，我就能做決定了，珍妮絲說(shuō)

“Are both of the individuals scheduled for the sales and operations planning class tomorrow and the next day?” Nolan asks.

“這個(gè)候選人是不是也會(huì)參加明天和接下來(lái)的銷售和計(jì)劃會(huì)議 ”諾蘭問(wèn)。

“They are,” Janis replies.

是的

“Good,” says Nolan. “Now, Janis, I would like some help. Please describe what you think the financial review should look like.”

“很好，”諾蘭說(shuō)，“珍妮絲，我本以為需要一些幫助，現(xiàn)在請(qǐng)你說(shuō)說(shuō)財(cái)務(wù)審查會(huì)是什么樣子 ？”

“I have a vision of how finance fits into the process,” says Janis. She tells the group that she has worked in companies that used a sales and operations planning process, although they did not call it that. However, the process and principles appear to be the same. The processes already existed in the companies when Janis joined the firms, and she played a role as part of the finance team.

珍妮斯說(shuō)：“我對(duì)財(cái)務(wù)如何融入這一流程有一些想法?！彼嬖V該小組，她曾在使用銷售和運(yùn)營(yíng)計(jì)劃流程的公司工作過(guò)，盡管他們沒(méi)有這樣稱呼。然而，過(guò)程和原則似乎是相同的。當(dāng)珍妮斯加入這些公司時(shí)，這些流程已經(jīng)存在于公司中，她作為財(cái)務(wù)團(tuán)隊(duì)的一員發(fā)揮了作用。

“Here is how I see it working at Universal Products,” Janis says. “The finance review subprocess coordinator will participate in the demand review and supply review meetings. If for some reason she does not directly participate, she must be in the communication loop to receive results from both reviews. I am using the word she because both of my candidates for the role are female,” Janis tells the Group.

“這就是我如何看待它在通用產(chǎn)品上的工作，”珍妮斯說(shuō)?！柏?cái)務(wù)審查子流程協(xié)調(diào)員將參加需求審查和供應(yīng)審查會(huì)議。如果出于某種原因，她沒(méi)有直接參與，她必須在溝通循環(huán)中接受來(lái)自兩個(gè)審查的結(jié)果。我用“她”這個(gè)詞是因?yàn)槲业膬晌缓蜻x人都是女的。”

She goes on to explain that the coordinator makes sure that projected pricing issues are discussed and agreed upon in the demand review and that projected cost issues are discussed and reviewed in the supply review. She has the ability to question and challenge issues in both the demand and supply reviews, but will accurately represent the financial choices of both. She is not empowered to make decisions for demand or supply.

她接著解釋說(shuō)，協(xié)調(diào)人確保在需求審查中討論和商定預(yù)計(jì)定價(jià)問(wèn)題，并在供應(yīng)審查中討論和審查預(yù)計(jì)成本問(wèn)題。她有能力在需求和供應(yīng)審查中質(zhì)疑和挑戰(zhàn)問(wèn)題，但將準(zhǔn)確地代表兩者的財(cái)務(wù)選擇。她無(wú)權(quán)作出供求決策。

Nolan thinks this is a good time to get the group’s validation. “Is the group okay with what Janis just said?” he asks. Sam Wente, the sales director, says, “It sounds great to me!” “I like what I hear,” Jim Simpson, the manufacturing director, says. “So far, as Janis has described it, finance has not tried to dictate its answer to pricing and cost issues.” “Janis, go on, please,” Nolan commands.

諾蘭認(rèn)為這是一個(gè)獲得小組認(rèn)可的好時(shí)機(jī)。“小組同意詹妮斯剛才說(shuō)的話嗎？“他問(wèn)。銷售總監(jiān)薩姆·溫特說(shuō)：“我聽(tīng)起來(lái)很不錯(cuò)！”“我喜歡我所聽(tīng)到的，”生產(chǎn)主管吉姆·辛普森說(shuō)?！暗侥壳盀橹?，正如珍妮斯所描述的那樣，財(cái)務(wù)部門還沒(méi)有試圖對(duì)定價(jià)和成本問(wèn)題作出解釋?！薄罢淠菟?，請(qǐng)繼續(xù)講，”諾蘭命令道。

Janis tells the group that the finance review coordinator will keep her personally advised of any significant issues or major changes since the last sales and operations planning cycle. That way, Janis will know what is happening and will not be surprised by any of the plans, changes, or issues. The coordinator will be responsible for taking the quantitative output of the demand review and the supply review and generating the company projected proforma income statement, balance sheet, and cash flow analysis. She also will develop a month-by-month financial projection that demonstrates the effect of any changes to the plan.

珍妮斯告訴小組，財(cái)務(wù)審查協(xié)調(diào)員將親自告知自上次銷售和運(yùn)營(yíng)計(jì)劃周期以來(lái)的任何重大問(wèn)題或重大變化。這樣，珍妮斯就會(huì)知道發(fā)生了什么，不會(huì)對(duì)任何計(jì)劃、變更或問(wèn)題感到驚訝。協(xié)調(diào)人將負(fù)責(zé)進(jìn)行需求審查和供應(yīng)審查的定量輸出，并生成公司預(yù)計(jì)形式損益表、資產(chǎn)負(fù)債表和現(xiàn)金流分析。她還將制定一個(gè)月一個(gè)月的財(cái)務(wù)預(yù)測(cè)，以證明計(jì)劃的任何變化的影響。

 “What is the planning horizon for the financial projection?” Anita Cooper, the purchasing manager, asks. Before Janis can reply, Peter Newfeld, the product development/engineering director, speaks up. “I can see where you get revenues, cost of goods sold, and gross margin, but where do you get input for the SG&A?” he asks.

“財(cái)務(wù)預(yù)測(cè)的規(guī)劃范圍是什么？”采購(gòu)經(jīng)理安妮塔·庫(kù)珀問(wèn)道。在珍妮斯回答之前，產(chǎn)品開(kāi)發(fā)/工程總監(jiān)皮特發(fā)言。“我可以看到你從哪里得到收入、銷售成本和毛利率，但是你從哪里得到SG&A的輸入呢？”他問(wèn)。

 “Let me answer Anita’s question first,” Janis says. “The month-by-month projections would be for the full planning horizon. The projected pro formas will be summed by quarter and by fiscal year, but the data will cover the full planning horizon by month.”

“讓我先回答安妮塔的問(wèn)題，”珍妮斯說(shuō)?！爸鹪骂A(yù)測(cè)將針對(duì)整個(gè)規(guī)劃范圍。預(yù)計(jì)的預(yù)估值將按季度和財(cái)政年度進(jìn)行匯總，但數(shù)據(jù)將按月涵蓋整個(gè)計(jì)劃范圍?！?/p>

Janis explains that there is an important issue to consider which Ross brought up earlier. The financial projections, the output from the sales and operations planning process, are the numbers that are used to communicate current expectations. One of finance’s responsibilities is to compare the current plan, or the reality today, against the annual business plan.

珍妮斯解釋說(shuō)，有一個(gè)重要的課題是需要考慮羅斯早先提出的問(wèn)題。財(cái)務(wù)預(yù)測(cè)，即銷售和運(yùn)營(yíng)計(jì)劃流程的輸出，是用來(lái)傳達(dá)當(dāng)前預(yù)期的數(shù)字。財(cái)務(wù)部的職責(zé)之一是將當(dāng)前的計(jì)劃或現(xiàn)實(shí)情況與年度業(yè)務(wù)計(jì)劃進(jìn)行比較。

Gaps that should be discussed in the sales and operations planning meeting will surface in this comparison. These gaps often drive actions that will be reflected in the next sales and operations planning cycle.

在這個(gè)比較中，應(yīng)該在銷售和運(yùn)營(yíng)計(jì)劃會(huì)議上討論的差距將浮出水面。這些差距往往會(huì)推動(dòng)行動(dòng)，這些行動(dòng)將反映在下一個(gè)銷售和運(yùn)營(yíng)計(jì)劃周期中。

Janis turns to Peter. “Now to address your question,” she says. She explains that Universal Products has an approved SG&A plan from the annual plan and from the previous sales and operations planning process. If there are going to be changes to the basic SG&A plan or assumptions behind the plan, they will surface through the process.

珍妮斯轉(zhuǎn)向彼得?！艾F(xiàn)在來(lái)解決你的問(wèn)題，”她說(shuō)。她解釋說(shuō)，環(huán)球產(chǎn)品在年度計(jì)劃和之前的銷售和運(yùn)營(yíng)計(jì)劃流程中都有一個(gè)經(jīng)過(guò)批準(zhǔn)的SG&A計(jì)劃。如果基本的SG&A計(jì)劃或計(jì)劃背后的假設(shè)發(fā)生變化，這些變化將在整個(gè)過(guò)程中浮出水面。

It is one of finance’s responsibilities to make sure that issues or changes surface. That is one of the reasons why finance participates in the pre-sales and operations planning subprocess reviews.

確保問(wèn)題或變化浮出水面是財(cái)務(wù)部門的職責(zé)之一。這也是財(cái)務(wù)部門參與售前和運(yùn)營(yíng)計(jì)劃子流程審查的原因之一。

 “Say, for example,” Janis says, “that engineering finds it needs to allocate more resources for the support of existing products. This issue should surface, and finance must take that into consideration when developing the company proforma financials.”

“比如說(shuō)，”珍妮斯說(shuō)，“工程發(fā)現(xiàn)它需要分配更多的資源來(lái)支持現(xiàn)有的產(chǎn)品。這一問(wèn)題應(yīng)該浮出水面，財(cái)務(wù)部在制定公司形式財(cái)務(wù)報(bào)告時(shí)必須考慮到這一點(diǎn)?！?/p>

Mark wants to clarify what financial information will be communicated to corporate. “Will these be the same numbers you send to corporate?” he asks. “No, Mark, not yet,” Janis replies. “The numbers I present to corporate are what we as a team, with your approval, agree upon in the executive sales and operations planning meeting.”

馬克想搞清哪些財(cái)務(wù)信息將傳達(dá)給公司?！斑@些是你發(fā)送給公司的一樣的數(shù)字嗎？”他問(wèn)?！安唬R克，還沒(méi)有，”珍妮斯回答。“我提供給公司的數(shù)字是我們作為一個(gè)團(tuán)隊(duì)，在你的批準(zhǔn)下，在執(zhí)行銷售和運(yùn)營(yíng)計(jì)劃會(huì)議上商定的數(shù)字。”

Ray Guy, the final assembly manager, shifts in his chair. “Janis, sometimes the supply organization will be compelled to propose alternatives to meet changes in demand. The decision on those alternatives will be made in the executive sales and operations planning meeting, and they will clearly affect the financial plan. Since you are developing the pro forma before the sales and operations planning meeting, how will you deal with the financial impact of the proposed alternatives?”

總裝經(jīng)理雷·蓋伊在他的椅子上轉(zhuǎn)來(lái)轉(zhuǎn)去。“珍妮斯，有時(shí)供應(yīng)組織會(huì)被迫提出替代方案，以滿足需求的變化。有關(guān)這些備選方案的決定將在執(zhí)行銷售和運(yùn)營(yíng)計(jì)劃會(huì)議上作出，它們將明顯影響財(cái)務(wù)計(jì)劃。既然您是在銷售和運(yùn)營(yíng)計(jì)劃會(huì)議之前制定形式，那么您將如何處理擬議備選方案的財(cái)務(wù)影響？”

“Mark takes a moment to look around the room. Nolan is standing next to where Ross is seated. Ross catches Mark’s eye and smiles because of what is happening. The team is developing ownership and understanding simultaneously. The high-level framework for the sales and operations planning process is being defined by the staff.

馬克花了點(diǎn)時(shí)間環(huán)顧房間。諾蘭站在羅斯坐的旁邊。羅斯捕捉到了馬克的眼神，為正在發(fā)生的事情而微笑。團(tuán)隊(duì)正在同時(shí)開(kāi)發(fā)所有權(quán)和理解能力。銷售和運(yùn)營(yíng)計(jì)劃流程的高級(jí)框架由員工定義。

Janis clearly has the floor, and the team is engaged in the discussion. “You bring up an important point, Ray,” she says. She tells the group that in one of the companies where she previously worked, the chief financial officer attempted to put precision into the projections. This created a great amount of work and did not allow for easy handling of alternatives.

珍妮斯顯然有發(fā)言權(quán)，團(tuán)隊(duì)也參與了討論?！澳闾岢隽艘粋€(gè)重要的觀點(diǎn)，雷，”她說(shuō)。她告訴該集團(tuán)，在她以前工作過(guò)的一家公司，首席財(cái)務(wù)官試圖將精確性納入預(yù)測(cè)。這創(chuàng)造了大量的工作，不允許輕易處理替代品。

“I thought the time expended was wasteful,” Janis comments, “since we started with a forecast of demand that was less than precise. Adding precision at the end of the process did not make sense to me.”

“我認(rèn)為花費(fèi)的時(shí)間是浪費(fèi)的，”珍妮斯評(píng)論道，“因?yàn)槲覀儚囊粋€(gè)不太精確的需求預(yù)測(cè)開(kāi)始。在過(guò)程結(jié)束時(shí)增加精度對(duì)我來(lái)說(shuō)沒(méi)有意義?！?/p>

Janis explains that in the other company where she previously worked, rough cut financials were developed as part of the sales and operations planning process. The finance team spent more time on analyzing the financial effects of the different proposed alternatives. In essence, “what if” simulations were developed for the different alternatives.

珍妮斯解釋說(shuō)，在她之前工作的另一家公司，粗略的財(cái)務(wù)數(shù)據(jù)是作為銷售和運(yùn)營(yíng)計(jì)劃流程的一部分開(kāi)發(fā)的。財(cái)務(wù)團(tuán)隊(duì)花了更多的時(shí)間分析不同備選方案的財(cái)務(wù)效果。本質(zhì)上，“假設(shè)”模擬是為不同的選擇而開(kāi)發(fā)的。

“I believe the first company was tied into a mentality of legal financial accounting, whereas the second company had a much better understanding of management accounting,” Janis comments.

珍妮斯評(píng)論道：“我認(rèn)為第一家公司與合法的財(cái)務(wù)會(huì)計(jì)思想緊密相連，而第二家公司對(duì)管理會(huì)計(jì)有了更深入的了解。”

“How did you interface with the general manager?” Mark asks. Janis tells Mark that the results of the financial simulations were available as part of an information package communicated to the general manager and other participants prior to the executive sales and operations planning meeting. The analysis included a comparison of each alternative against the annual plan previously submitted to corporate. This information helped the general manager and other executives in the decision-making and authorization process.

“你和總經(jīng)理如何交流工作？”馬克問(wèn)，珍妮斯告訴馬克，財(cái)務(wù)模擬的結(jié)果作為信息包的一部分提供給總經(jīng)理和其他參與者，然后在執(zhí)行銷售和運(yùn)營(yíng)計(jì)劃會(huì)議之前進(jìn)行溝通。分析包括將每個(gè)備選方案與之前提交給公司的年度計(jì)劃進(jìn)行比較。這些信息有助于總經(jīng)理和其他高級(jí)管理人員進(jìn)行決策和授權(quán)。

“I would like to make another point,” Janis says. “Sales and operations planning is an authorization process. The discipline, as we used it, was to authorize resources for budget changes through the sales and operations planning process.” She explains that the executive team did not approve a plan without authorizing the necessary resources to achieve it. This is what Ross and Nolan have referred to as “only approving realistic plans.” Picking up on comments from Ross and Nolan about boundary setting, Janis adds that the amount of resources approved became a boundary within which to operate.

“我想再說(shuō)一點(diǎn)，”珍妮斯說(shuō)?！颁N售和運(yùn)營(yíng)計(jì)劃是一個(gè)授權(quán)過(guò)程。我們使用的規(guī)則是通過(guò)銷售和運(yùn)營(yíng)計(jì)劃流程授權(quán)資源用于預(yù)算變更。”她解釋說(shuō)，執(zhí)行團(tuán)隊(duì)沒(méi)有授權(quán)必要的資源來(lái)實(shí)現(xiàn)計(jì)劃，就沒(méi)有批準(zhǔn)計(jì)劃。這就是羅斯和諾蘭所說(shuō)的“只批準(zhǔn)現(xiàn)實(shí)的計(jì)劃”。根據(jù)羅斯和諾蘭關(guān)于邊界設(shè)置的評(píng)論，珍妮斯補(bǔ)充說(shuō)，批準(zhǔn)的資源數(shù)量成為了運(yùn)營(yíng)的邊界。

Peter grins at Janis. “How do you know so much about sales and operations planning?” he asks.

皮特笑著說(shuō)“你怎么知道的這么多”

“I was the financial review coordinator at both companies. I learned through experience,” Janis replies.

我曾經(jīng)是財(cái)務(wù)審查協(xié)調(diào)員在兩個(gè)公司，我通過(guò)經(jīng)驗(yàn)學(xué)習(xí)到的、珍妮絲回答

“And does the process really work?” Sam Wente asks.

這個(gè)流程真的管用嗎，山姆問(wèn)

“Oh, yes!” Janis exclaims. “I was surprised that we didn’t have a similar process at Universal Products. I don’t believe sales and operations planning is an option. I believe it is something we must do and do well!”

“管用，當(dāng)然管用??！”珍妮斯驚訝地回答?！拔液荏@訝，我們?cè)谕ㄓ卯a(chǎn)品公司上沒(méi)有類似的流程。我不認(rèn)為銷售和運(yùn)營(yíng)計(jì)劃是一種選擇。我相信這是我們必須做的事情，我們必須做好！”

“Is there a financial review meeting?” Justin Roberts, the marketing manager, Asks. 

“那兩家公司都會(huì)有財(cái)務(wù)審查會(huì)議嗎？” 市場(chǎng)經(jīng)理賈斯汀問(wèn) 

Janis responds that in the first company where she worked, there was no meeting. It was just an exercise in cranking out and communicating the numbers. In the second company, a brief meeting was conducted after the financial simulations were completed. The result of the financial review meeting was often a specific recommendation developed from the alternative plans.

珍妮斯回應(yīng)說(shuō)，在她工作的第一家公司，沒(méi)有會(huì)議。這只是一個(gè)練習(xí)，在湊數(shù)和溝通的數(shù)字。在第二家公司，在完成財(cái)務(wù)模擬后進(jìn)行了一次簡(jiǎn)短的會(huì)議。財(cái)務(wù)審查會(huì)議的結(jié)果通常是根據(jù)備選計(jì)劃提出的具體建議。

Ross stands to comment on what Janis has just said. He explains that in the sales and operations planning model developed by the Oliver Wight group, which he showed earlier (Figure 24), this is the reconciliation step or the fourth step in the process.

羅斯站著對(duì)珍妮斯剛剛說(shuō)的話發(fā)表評(píng)論。他解釋說(shuō)，在奧利弗，懷特集團(tuán)開(kāi)發(fā)的銷售和運(yùn)營(yíng)計(jì)劃模型中（如圖24所示），這是協(xié)調(diào)步驟或流程中的第四步。

Janis continues with her discussion. The financial review meeting participants included the demand planner, the supply planner, the financial coordinator, and the controller. Others, including the general manager, were invited. They attended from time to time when there were critical financial issues.

珍妮斯繼續(xù)她的討論。財(cái)務(wù)審查會(huì)議的參與者包括需求計(jì)劃員、供應(yīng)計(jì)劃員、財(cái)務(wù)協(xié)調(diào)員和財(cái)務(wù)總監(jiān)。其他人，包括總經(jīng)理，也被邀請(qǐng)了。他們?cè)谟兄卮筘?cái)務(wù)問(wèn)題時(shí)不時(shí)出席。

Generally, these other executives did not find it necessary to attend. They were kept well informed during the subprocess reviews and with the information package that was distributed prior to the executive sales and operations planning Meeting.

一般來(lái)說(shuō)，這些其他高管認(rèn)為沒(méi)有必要參加。在子流程審查期間以及在執(zhí)行銷售和運(yùn)營(yíng)計(jì)劃會(huì)議之前分發(fā)的信息包中，他們得到了充分的通知。

Mark smiles approvingly at Janis. He is impressed with her knowledge of the process. He will have a valuable resource during the implementation. He also knows that he needs to select a sales and operations planning coordinator, and he is strongly leaning toward appointing Janis.

馬克對(duì)珍妮斯贊許地微笑。她對(duì)這個(gè)過(guò)程的了解給他留下了深刻的印象。在實(shí)施過(guò)程中，他將擁有寶貴的資源。他還知道他需要選擇一名銷售和運(yùn)營(yíng)計(jì)劃協(xié)調(diào)員，而且他非常傾向于任命珍妮斯。

Nolan walks to the front of the room. “Well, Janis, thank you for giving my presentation. Let me just show a couple of examples of the financial information that can support the sales and operations planning process.” He shows the group two more graphs (Figures 26 and 27).

諾蘭走到房間的前面?！昂冒桑淠菟?，謝謝你的講述。我來(lái)舉幾個(gè)財(cái)務(wù)信息的例子，這些信息可以支持銷售和運(yùn)營(yíng)計(jì)劃流程?！彼蛐〗M展示了另外兩個(gè)圖表（圖26和27）。

“Does anyone have any other questions or comments?” Nolan asks while the group studies the examples. “If not, then let’s take a ten-minute break,” he says. “And for planning purposes, it looks like we will be running closer to a 6:30 finish.”

“有人有其他問(wèn)題或意見(jiàn)嗎？”諾蘭在小組研案例的時(shí)候問(wèn)，“如果沒(méi)有，那我們休息十分鐘，”他說(shuō)?！俺鲇谟?jì)劃的目的，看來(lái)我們將接近6:30的完成時(shí)間?！?/p>

Mark approaches Janis during the break. “I am so pleased and impressed,” he says. “I didn’t know you had this level of knowledge about the process.” “Thanks, Mark,” Janis replies. “I have good knowledge of the financial part, but am not as strong in understanding the entire process,” she explains. “I did not implement the process, nor did I actually participate in the executive sales and operations planning meeting. I know little about demand planning or supply planning, but I do know my part in the process.”

休息時(shí)馬克走近珍妮斯。他說(shuō)：“我很高興，也印象深刻?！薄拔也恢滥銓?duì)這個(gè)過(guò)程有這樣的了解?！薄爸x謝，馬克，”賈尼斯回答。她解釋說(shuō)：“我對(duì)財(cái)務(wù)部分有很好的了解，但對(duì)整個(gè)過(guò)程的理解不夠強(qiáng)?！薄拔覜](méi)有實(shí)施該流程，也沒(méi)有實(shí)際參加銷售和運(yùn)營(yíng)計(jì)劃執(zhí)行會(huì)議。我對(duì)需求計(jì)劃或供應(yīng)計(jì)劃知之甚少，但我確實(shí)知道自己在這一過(guò)程中所扮演的角色?！?/p>

“Don’t sell yourself short,” Mark replies. “You know more about the process than the rest of us.”

“別這么說(shuō)，你知道的比我們都多，”馬克說(shuō)

Janis excuses herself, leaving Mark alone. Ross taps Mark on the shoulder. “We’ll be addressing the executive sales and operations planning meeting next,” Ross says. “Remember, that’s your meeting. Be sure to allow questions or issues that you feel are important to surface in the discussion. Also, be prepared to name your sales and operations planning coordinator or tell your staff when you will announce your selection.”

珍妮斯告退，留下馬克一個(gè)人。羅斯輕拍馬克的肩膀?！拔覀儗⒃谙乱淮螆?zhí)行銷售和運(yùn)營(yíng)計(jì)劃會(huì)議上發(fā)言，”羅斯說(shuō)?！坝涀?，這是你的會(huì)議。一定要讓你覺(jué)得重要的問(wèn)題或問(wèn)題在討論中呈出來(lái)。另外，請(qǐng)準(zhǔn)備好說(shuō)出你的銷售和運(yùn)營(yíng)計(jì)劃協(xié)調(diào)員，或者告訴你的員工你將在何時(shí)宣布你的選擇?！?/p>

“What do you think about Janis being the coordinator?” Mark asks. “I think that would be a great choice from a knowledge point of view,” Ross replies. “However, you need to be comfortable that she has the proper chemistry with the rest of the team. From my observations, it doesn’t appear that chemistry will be a problem, but we will make sure that your team members provide input on candidates before you name the specific individual.”  Mark does not look entirely satisfied with Ross’s answer. “Mark, there is no right answer as to who should be your sales and operations planning coordinator,” Ross explains. “In many companies, the coordinator may be on the demand side of the business. Some will come from the supply side, and others will come from finance. The choice is really up to the general manager. The coordinator needs to be someone who is reliable and whose judgment you trust.”

“你覺(jué)得珍妮斯作為協(xié)調(diào)員怎么樣？”馬克問(wèn)?！皬睦碚摰慕嵌葋?lái)看，我認(rèn)為這將是一個(gè)很好的選擇，”羅斯回答說(shuō)?！暗牵阈枰獙?duì)她與團(tuán)隊(duì)其他成員的化學(xué)反應(yīng)感到滿意。根據(jù)我的觀察，似乎化學(xué)不會(huì)是一個(gè)問(wèn)題，但我們會(huì)確保你的團(tuán)隊(duì)成員在你指定具體的個(gè)人之前提供候選人的信息?！薄榜R克，關(guān)于誰(shuí)應(yīng)該是你的銷售和運(yùn)營(yíng)計(jì)劃協(xié)調(diào)員，沒(méi)有正確的答案，”羅斯解釋說(shuō)。“在許多公司中，協(xié)調(diào)員可能是業(yè)務(wù)的需求方。一些來(lái)自供應(yīng)方面，另一些來(lái)自金融。這個(gè)選擇真的取決于總經(jīng)理。協(xié)調(diào)人需要是一個(gè)可靠的人，你信任他的判斷。