Description
APICS defines S&OP as the function of setting the overall level of manufacturing output (production plan) and other activities to best satisfy the current planned levels of sales (sales plan and/or forecasts), while meeting general business objectives of profitability, productivity, competitive customer lead times, etc.
J im Biel, Ph: 847.687.5379, E-Mail: [email protected], http://www.linkedin.com/in/jimbiel (J uly 7, 2011)
Sales & Operations Planning (S&OP)
Aligning the Sales, Operations, & Financial Functions
July, 2011
Jim Biel
Management Consultant
E-Mail: [email protected]
Phone: 847.687.5379
http://www.linkedin.com/in/jimbiel
Additional S&OP Resources Available Here:
http://www.slideshare.net/jimbiel
1
Note: S&OP may also be known as IBF (Integrated Business Forecasting),
SIOP (Sales, Inventory, & Operations Planning), and other names.
J im Biel, Ph: 847.687.5379, E-Mail: [email protected], http://www.linkedin.com/in/jimbiel (J uly 7, 2011)
Professional Bio – J im Biel
• 20 Years Multi-Functional Experience, Concentrated in CPG Industry (Sara
Lee, Unilever, Chiquita, Pepsi) – Retail & B-to-B (Foodservice)
• Experience in Business Forecasting, Sales Operations & Planning, S&OP,
Sales Systems, ERP, CRM, Demand Planning, Business Information
Management, Supply Chain, Trade Promotion Management, IT, HR,
Training & Development, and Finance (Corporate & Public Accounting, CPA)
• Core understanding of multiple supply chains – frozen, fresh, cold, dry,
liquid
• Independent Management Consulting for large and small entities
• Client Services position with a SaaS (software as a service) provider of
trade promotion software (Adesso Solutions)
• Practiced public accounting for 4+ years – McGladrey; Corporate Finance
FP&A Roles
• Adept at integrating relevant business concepts and processes with
enterprise-wide systems, a strong business process understanding and
acumen including S&OP (boot strap and retrofit S&OP implementations)
2
J im Biel, Ph: 847.687.5379, E-Mail: [email protected], http://www.linkedin.com/in/jimbiel (J uly 7, 2011)
Discussion Topics
• Introductions
• Review of Discussion Topics
• S&OP Defined
• Cross Functional Alignment
• Performance Management & Metrics
• One Forecast
• S&OP Time Fences
• S&OP Tool Box
• Implementation Steps
• S&OP Resource Guide
• Summary & Close
3
J im Biel, Ph: 847.687.5379, E-Mail: [email protected], http://www.linkedin.com/in/jimbiel (J uly 7, 2011)
S&OP Defined
• APICS defines S&OP as the function of setting
the overall level of manufacturing output
(production plan) and other activities to best
satisfy the current planned levels of sales (sales
plan and/or forecasts), while meeting general
business objectives of profitability, productivity,
competitive customer lead times, etc., as
expressed in the overall business plan.
4
J im Biel, Ph: 847.687.5379, E-Mail: [email protected], http://www.linkedin.com/in/jimbiel (J uly 7, 2011)
Alignment/Integration Defined
• One Integrated Process (Process)
• People/Functional Alignment (People)
• One Common Set of Metrics (Performance)
• One System of Record (Platform)
• All Demand Streams (Demand Supply)
• Integrate All Available Data (Internal & External)
• One Forecast (Used by All Functions * )
• An Integrated Business Management Model
• Buy-In, Accountability, & Trust
• Transparency
* With Some Caveats
5
J im Biel, Ph: 847.687.5379, E-Mail: [email protected], http://www.linkedin.com/in/jimbiel (J uly 7, 2011)
“ Connecting the Knobs”
(Why Integration is Important)
• “Before we had Executive S&OP in the
Company, I Spent A Lot of Time Turning
Knobs That Weren’t Connected To
Anything”
– VP & GM Quote From Tom Wallace’s Book,
Sales & Operations Planning, The Executive’s Guide
Page 24
6
J im Biel, Ph: 847.687.5379, E-Mail: [email protected], http://www.linkedin.com/in/jimbiel (J uly 7, 2011)
Cross Functional Alignment / Effective
Communication – The S&OP Flow
Demand
Supply
Daily
Weekly
Monthly
Balancing
Finance
Generates
Proformas,
Cost, Risk /
Ops Monthly;
As Needed In
Interim
Utilize Demand
Outputs as Basis
For Forecasts,
Annual Plans,
Strategic Plans,
Add Risks / Opps /
Other Lifts /
Discount Factors
As Needed
GM
Controls Monthly
S&OP
+Results
+Metrics Review
+Var to Bus Pl
+Future Frcst
+Assumptions
+Bulk of Meeting:
Gaps, Opps in
Future Frcst
+ Create Business Rules (Between Demand/Supply)
+ Forecast Time Fence: Rolling 12-24-36 Months
+ Functional Leads & Leader Participate in Monthly S&OP Review
7
J im Biel, Ph: 847.687.5379, E-Mail: [email protected], http://www.linkedin.com/in/jimbiel (J uly 7, 2011)
Connection – Integration, Performance
Management (Metrics), Results
INTEGRATION
Leadership
(Strategic Direction)
Demand Feeds
Supply; Balancing /
Capacitization
(Ops Execution, Future Forecast)
Finance
($ Scorekeeper, Forward Looking
Economic Advisor)
Leadership
(S&OP Process Owner)
DESIRED RESULTS
Positive P&L Outcomes
Positive Working Capital Outcomes
Productivity Improvements
Decision Making Improvements
Customer Service Levels
PERFORMANCE METRICS
Revenue, Cost Targets
Forecast Accuracy,
Working Capital Targets,
Inventory Targets
New Product Launch Success
Cycle Time / Quality - Processes
Service Level Targets
8
J im Biel, Ph: 847.687.5379, E-Mail: [email protected], http://www.linkedin.com/in/jimbiel (J uly 7, 2011)
Cross Functional Alignment
Provides P&L
Proformas & Risk /
Opportunity
Assessment
Counsel, Input, Risk
Assessment, Pro-
Formas of Future
Forecasts
Economic Oversight /
Counsel
Finance
Daily, Weekly
Interaction with
Demand & Finance;
Owns Monthly Supply
Component of S&OP
Owns the Fulfillment of
the”Constrained”
Demand Forecast at
Least Cost (Balancing
with Demand Planning)
Fulfillment of
“Constrained Demand”,
Least Cost
Supply
> Finished
> Raw
Daily, Weekly
Interaction with Supply
& Finance; Owns
Monthly Demand
Component of S&OP
Owns the Demand
Forecast; Accountable
for Excess Inventory
Generated by a
Forecast Miss
Translates Strategy into
Demand Generation;
Dem Planning Reports
to a Demand Leader;
Unconstrained Demand
Demand
> Sales
> Marketing
Owns Monthly S&OP
Meeting; Consulted
Daily/Weekly as
Needed (Exception)
Owns the Overall
Process – The Process
Owner
Strategic Direction General Manager
Communication S&OP Role Business Role Functional Role
9
J im Biel, Ph: 847.687.5379, E-Mail: [email protected], http://www.linkedin.com/in/jimbiel (J uly 7, 2011)
Accountability Systems For Internal Stakeholders
• Metrics – Common
– 5 Basic Metrics:
• Forecast Accuracy (Demand Owner)
• Perfect Orders (Cust Serv, Supply)
• Revenue (Units & Mix)
• Profitability (Mix, Margins, Costs)
• Inventory (Demand Owner + Supply Owner)
– Simple Scorecard
– Improvement From a Baseline
• Active Involvement By All Functions –
– Accountability & Roles / Responsibilities
• Daily
• Weekly
• Monthly (Decisions Made + Follow-Up Assigned)
• Transparency Through Dynamic
Communication Flow
10
J im Biel, Ph: 847.687.5379, E-Mail: [email protected], http://www.linkedin.com/in/jimbiel (J uly 7, 2011)
One Forecast Caveat
(Linkage – S&OP to Other Plans)
Latest
Est / Frcst
S&OP
Business
Plan
Demand
Plan
Supply
Plan
Financial
Strategic
Target /
Intent
Strategic
Plan
Demand
Plan
Supply
Plan
Financial
Annual
Plan
Demand
Plan
Supply
Plan
Financial
Interim
Forecasts
Future
Execution
/ Forecast
Financial
Supply
Plan
Demand
Plan
Use S&OP
As a Gut
Check
Use S&OP
As Key
Input / Core,
Plus Risks/Ops
Use S&OP
As Key
Input / Core,
Plus Risks/Ops
Future Execution
Forecast / Details,
Active Risk / Ops
Discussion
S&OP Outputs Validate, Support Other Planning Processes
11
J im Biel, Ph: 847.687.5379, E-Mail: [email protected], http://www.linkedin.com/in/jimbiel (J uly 7, 2011)
Alignment Between Corporate Strategy and
Operational Execution
Revenue Targets
Margins
Working Capital
New Products
New Markets
New Customers
New Channels
Exit Strategies
Capital Investment
Corporate Strategy Business Plan S&OP
Revenue Targets
Margins
Working Capital
New Products
New Markets
New Customers
New Channels
Exit Strategies
Capital Investment
Revenue Targets
Margins
Working Capital
New Products
New Markets
New Customers
New Channels
Exit Strategies
Capital Investment
Strategic Intent 3-5 Yrs Annual Plan / Frcsts Rolling 36 Mo Review
Amount of Detail (Increases through various processes)
> Working Backwards from S&OP, Provides Validation of Plan & Strategy
> S&OP Focuses on Gap / Opportunity Assessment vs. Plan
12
J im Biel, Ph: 847.687.5379, E-Mail: [email protected], http://www.linkedin.com/in/jimbiel (J uly 7, 2011)
S&OP Time Fences
Short-Term
(1-3 Months)
Mid-Term
(4-12 Months)
Long-Term
(13-36 Months)
Demand
Dem Pl – SKUs
All Demand Streams
Sales
Customers
Promotions
New Products
Supply
Fulfillment
Cust Serv
Finished Goods
Supply Contracts
Demand
Dem Pl – Prod Fam
All Demand Streams
Marketing
Customers
Promotions
New Products
Supply
Fulfillment
Finished Gds, Raw
Supply Contracts
Demand - Strategy
Dem Pl – Prod Fam
All Demand Streams
Marketing
Customers
Promotions
New Products
Supply - Strategy
Fulfillment & Sourcing
Ingred Contracts
Plant/Cap Network/Invest
13
J im Biel, Ph: 847.687.5379, E-Mail: [email protected], http://www.linkedin.com/in/jimbiel (J uly 7, 2011)
Tool Box Needed to Execute
Systems of Record & Collaboration Tools
- ERP System
- Spreadsheets
- Collaboration Tools
- Purpose Built S&OP System Capability (i.e. SteelWedge)
- Inventory Management System (i.e. SmartOps)
- Metrics Scorecard Capability
Need a well thought-out and efficient S&OP Reporting Tool
to support Meetings and interactions
> Numbers
> Metrics Reporting
> Assumptions
Make your analysts “ analysts” – not data and report generators
14
J im Biel, Ph: 847.687.5379, E-Mail: [email protected], http://www.linkedin.com/in/jimbiel (J uly 7, 2011)
Implementation Steps
• Education
• Assessment
• Process Design
• Roles / Responsibilities
• Metrics
• Tools / IT Solutions
• Execution / Implementation
• Process Improvement
• Business Performance Improvement
15
J im Biel, Ph: 847.687.5379, E-Mail: [email protected], http://www.linkedin.com/in/jimbiel (J uly 7, 2011)
Closing Remarks
• Key Learnings From My Experience
– The Concept is Easy
– The Initial Buy-In is Fairly Easy
– The Change Management Required Can Be Hard
• New Process
• New Technologies / Systems
• New Accountabilities / Roles
• Traditional Functional Ownership Dies Hard – Silos
• Transparency Hard For Some to Swallow
– Consistency & Month-to-Month Execution is Hard
– Leader Needs to Keep Functional Leads Feet to the Fire
– May Need a Process Coach
16
J im Biel, Ph: 847.687.5379, E-Mail: [email protected], http://www.linkedin.com/in/jimbiel (J uly 7, 2011)
Resources
• A Book: Sales & Operations Planning, The
Executive’s Guide, Thomas Wallace & Robert
A. Stahl
• “ Sales & Operations Planning:
Transformation From Tradition” White Paper,
AMR Research, May, 2009
• “ The Transformation to Demand-Driven
Industry Leader” White Paper,
Oracle/Demantra, September, 2006
• More Available Here: http://www.slideshare.net/jimbiel
17
doc_323349010.pdf
APICS defines S&OP as the function of setting the overall level of manufacturing output (production plan) and other activities to best satisfy the current planned levels of sales (sales plan and/or forecasts), while meeting general business objectives of profitability, productivity, competitive customer lead times, etc.
J im Biel, Ph: 847.687.5379, E-Mail: [email protected], http://www.linkedin.com/in/jimbiel (J uly 7, 2011)
Sales & Operations Planning (S&OP)
Aligning the Sales, Operations, & Financial Functions
July, 2011
Jim Biel
Management Consultant
E-Mail: [email protected]
Phone: 847.687.5379
http://www.linkedin.com/in/jimbiel
Additional S&OP Resources Available Here:
http://www.slideshare.net/jimbiel
1
Note: S&OP may also be known as IBF (Integrated Business Forecasting),
SIOP (Sales, Inventory, & Operations Planning), and other names.
J im Biel, Ph: 847.687.5379, E-Mail: [email protected], http://www.linkedin.com/in/jimbiel (J uly 7, 2011)
Professional Bio – J im Biel
• 20 Years Multi-Functional Experience, Concentrated in CPG Industry (Sara
Lee, Unilever, Chiquita, Pepsi) – Retail & B-to-B (Foodservice)
• Experience in Business Forecasting, Sales Operations & Planning, S&OP,
Sales Systems, ERP, CRM, Demand Planning, Business Information
Management, Supply Chain, Trade Promotion Management, IT, HR,
Training & Development, and Finance (Corporate & Public Accounting, CPA)
• Core understanding of multiple supply chains – frozen, fresh, cold, dry,
liquid
• Independent Management Consulting for large and small entities
• Client Services position with a SaaS (software as a service) provider of
trade promotion software (Adesso Solutions)
• Practiced public accounting for 4+ years – McGladrey; Corporate Finance
FP&A Roles
• Adept at integrating relevant business concepts and processes with
enterprise-wide systems, a strong business process understanding and
acumen including S&OP (boot strap and retrofit S&OP implementations)
2
J im Biel, Ph: 847.687.5379, E-Mail: [email protected], http://www.linkedin.com/in/jimbiel (J uly 7, 2011)
Discussion Topics
• Introductions
• Review of Discussion Topics
• S&OP Defined
• Cross Functional Alignment
• Performance Management & Metrics
• One Forecast
• S&OP Time Fences
• S&OP Tool Box
• Implementation Steps
• S&OP Resource Guide
• Summary & Close
3
J im Biel, Ph: 847.687.5379, E-Mail: [email protected], http://www.linkedin.com/in/jimbiel (J uly 7, 2011)
S&OP Defined
• APICS defines S&OP as the function of setting
the overall level of manufacturing output
(production plan) and other activities to best
satisfy the current planned levels of sales (sales
plan and/or forecasts), while meeting general
business objectives of profitability, productivity,
competitive customer lead times, etc., as
expressed in the overall business plan.
4
J im Biel, Ph: 847.687.5379, E-Mail: [email protected], http://www.linkedin.com/in/jimbiel (J uly 7, 2011)
Alignment/Integration Defined
• One Integrated Process (Process)
• People/Functional Alignment (People)
• One Common Set of Metrics (Performance)
• One System of Record (Platform)
• All Demand Streams (Demand Supply)
• Integrate All Available Data (Internal & External)
• One Forecast (Used by All Functions * )
• An Integrated Business Management Model
• Buy-In, Accountability, & Trust
• Transparency
* With Some Caveats
5
J im Biel, Ph: 847.687.5379, E-Mail: [email protected], http://www.linkedin.com/in/jimbiel (J uly 7, 2011)
“ Connecting the Knobs”
(Why Integration is Important)
• “Before we had Executive S&OP in the
Company, I Spent A Lot of Time Turning
Knobs That Weren’t Connected To
Anything”
– VP & GM Quote From Tom Wallace’s Book,
Sales & Operations Planning, The Executive’s Guide
Page 24
6
J im Biel, Ph: 847.687.5379, E-Mail: [email protected], http://www.linkedin.com/in/jimbiel (J uly 7, 2011)
Cross Functional Alignment / Effective
Communication – The S&OP Flow
Demand
Supply
Daily
Weekly
Monthly
Balancing
Finance
Generates
Proformas,
Cost, Risk /
Ops Monthly;
As Needed In
Interim
Utilize Demand
Outputs as Basis
For Forecasts,
Annual Plans,
Strategic Plans,
Add Risks / Opps /
Other Lifts /
Discount Factors
As Needed
GM
Controls Monthly
S&OP
+Results
+Metrics Review
+Var to Bus Pl
+Future Frcst
+Assumptions
+Bulk of Meeting:
Gaps, Opps in
Future Frcst
+ Create Business Rules (Between Demand/Supply)
+ Forecast Time Fence: Rolling 12-24-36 Months
+ Functional Leads & Leader Participate in Monthly S&OP Review
7
J im Biel, Ph: 847.687.5379, E-Mail: [email protected], http://www.linkedin.com/in/jimbiel (J uly 7, 2011)
Connection – Integration, Performance
Management (Metrics), Results
INTEGRATION
Leadership
(Strategic Direction)
Demand Feeds
Supply; Balancing /
Capacitization
(Ops Execution, Future Forecast)
Finance
($ Scorekeeper, Forward Looking
Economic Advisor)
Leadership
(S&OP Process Owner)
DESIRED RESULTS
Positive P&L Outcomes
Positive Working Capital Outcomes
Productivity Improvements
Decision Making Improvements
Customer Service Levels
PERFORMANCE METRICS
Revenue, Cost Targets
Forecast Accuracy,
Working Capital Targets,
Inventory Targets
New Product Launch Success
Cycle Time / Quality - Processes
Service Level Targets
8
J im Biel, Ph: 847.687.5379, E-Mail: [email protected], http://www.linkedin.com/in/jimbiel (J uly 7, 2011)
Cross Functional Alignment
Provides P&L
Proformas & Risk /
Opportunity
Assessment
Counsel, Input, Risk
Assessment, Pro-
Formas of Future
Forecasts
Economic Oversight /
Counsel
Finance
Daily, Weekly
Interaction with
Demand & Finance;
Owns Monthly Supply
Component of S&OP
Owns the Fulfillment of
the”Constrained”
Demand Forecast at
Least Cost (Balancing
with Demand Planning)
Fulfillment of
“Constrained Demand”,
Least Cost
Supply
> Finished
> Raw
Daily, Weekly
Interaction with Supply
& Finance; Owns
Monthly Demand
Component of S&OP
Owns the Demand
Forecast; Accountable
for Excess Inventory
Generated by a
Forecast Miss
Translates Strategy into
Demand Generation;
Dem Planning Reports
to a Demand Leader;
Unconstrained Demand
Demand
> Sales
> Marketing
Owns Monthly S&OP
Meeting; Consulted
Daily/Weekly as
Needed (Exception)
Owns the Overall
Process – The Process
Owner
Strategic Direction General Manager
Communication S&OP Role Business Role Functional Role
9
J im Biel, Ph: 847.687.5379, E-Mail: [email protected], http://www.linkedin.com/in/jimbiel (J uly 7, 2011)
Accountability Systems For Internal Stakeholders
• Metrics – Common
– 5 Basic Metrics:
• Forecast Accuracy (Demand Owner)
• Perfect Orders (Cust Serv, Supply)
• Revenue (Units & Mix)
• Profitability (Mix, Margins, Costs)
• Inventory (Demand Owner + Supply Owner)
– Simple Scorecard
– Improvement From a Baseline
• Active Involvement By All Functions –
– Accountability & Roles / Responsibilities
• Daily
• Weekly
• Monthly (Decisions Made + Follow-Up Assigned)
• Transparency Through Dynamic
Communication Flow
10
J im Biel, Ph: 847.687.5379, E-Mail: [email protected], http://www.linkedin.com/in/jimbiel (J uly 7, 2011)
One Forecast Caveat
(Linkage – S&OP to Other Plans)
Latest
Est / Frcst
S&OP
Business
Plan
Demand
Plan
Supply
Plan
Financial
Strategic
Target /
Intent
Strategic
Plan
Demand
Plan
Supply
Plan
Financial
Annual
Plan
Demand
Plan
Supply
Plan
Financial
Interim
Forecasts
Future
Execution
/ Forecast
Financial
Supply
Plan
Demand
Plan
Use S&OP
As a Gut
Check
Use S&OP
As Key
Input / Core,
Plus Risks/Ops
Use S&OP
As Key
Input / Core,
Plus Risks/Ops
Future Execution
Forecast / Details,
Active Risk / Ops
Discussion
S&OP Outputs Validate, Support Other Planning Processes
11
J im Biel, Ph: 847.687.5379, E-Mail: [email protected], http://www.linkedin.com/in/jimbiel (J uly 7, 2011)
Alignment Between Corporate Strategy and
Operational Execution
Revenue Targets
Margins
Working Capital
New Products
New Markets
New Customers
New Channels
Exit Strategies
Capital Investment
Corporate Strategy Business Plan S&OP
Revenue Targets
Margins
Working Capital
New Products
New Markets
New Customers
New Channels
Exit Strategies
Capital Investment
Revenue Targets
Margins
Working Capital
New Products
New Markets
New Customers
New Channels
Exit Strategies
Capital Investment
Strategic Intent 3-5 Yrs Annual Plan / Frcsts Rolling 36 Mo Review
Amount of Detail (Increases through various processes)
> Working Backwards from S&OP, Provides Validation of Plan & Strategy
> S&OP Focuses on Gap / Opportunity Assessment vs. Plan
12
J im Biel, Ph: 847.687.5379, E-Mail: [email protected], http://www.linkedin.com/in/jimbiel (J uly 7, 2011)
S&OP Time Fences
Short-Term
(1-3 Months)
Mid-Term
(4-12 Months)
Long-Term
(13-36 Months)
Demand
Dem Pl – SKUs
All Demand Streams
Sales
Customers
Promotions
New Products
Supply
Fulfillment
Cust Serv
Finished Goods
Supply Contracts
Demand
Dem Pl – Prod Fam
All Demand Streams
Marketing
Customers
Promotions
New Products
Supply
Fulfillment
Finished Gds, Raw
Supply Contracts
Demand - Strategy
Dem Pl – Prod Fam
All Demand Streams
Marketing
Customers
Promotions
New Products
Supply - Strategy
Fulfillment & Sourcing
Ingred Contracts
Plant/Cap Network/Invest
13
J im Biel, Ph: 847.687.5379, E-Mail: [email protected], http://www.linkedin.com/in/jimbiel (J uly 7, 2011)
Tool Box Needed to Execute
Systems of Record & Collaboration Tools
- ERP System
- Spreadsheets
- Collaboration Tools
- Purpose Built S&OP System Capability (i.e. SteelWedge)
- Inventory Management System (i.e. SmartOps)
- Metrics Scorecard Capability
Need a well thought-out and efficient S&OP Reporting Tool
to support Meetings and interactions
> Numbers
> Metrics Reporting
> Assumptions
Make your analysts “ analysts” – not data and report generators
14
J im Biel, Ph: 847.687.5379, E-Mail: [email protected], http://www.linkedin.com/in/jimbiel (J uly 7, 2011)
Implementation Steps
• Education
• Assessment
• Process Design
• Roles / Responsibilities
• Metrics
• Tools / IT Solutions
• Execution / Implementation
• Process Improvement
• Business Performance Improvement
15
J im Biel, Ph: 847.687.5379, E-Mail: [email protected], http://www.linkedin.com/in/jimbiel (J uly 7, 2011)
Closing Remarks
• Key Learnings From My Experience
– The Concept is Easy
– The Initial Buy-In is Fairly Easy
– The Change Management Required Can Be Hard
• New Process
• New Technologies / Systems
• New Accountabilities / Roles
• Traditional Functional Ownership Dies Hard – Silos
• Transparency Hard For Some to Swallow
– Consistency & Month-to-Month Execution is Hard
– Leader Needs to Keep Functional Leads Feet to the Fire
– May Need a Process Coach
16
J im Biel, Ph: 847.687.5379, E-Mail: [email protected], http://www.linkedin.com/in/jimbiel (J uly 7, 2011)
Resources
• A Book: Sales & Operations Planning, The
Executive’s Guide, Thomas Wallace & Robert
A. Stahl
• “ Sales & Operations Planning:
Transformation From Tradition” White Paper,
AMR Research, May, 2009
• “ The Transformation to Demand-Driven
Industry Leader” White Paper,
Oracle/Demantra, September, 2006
• More Available Here: http://www.slideshare.net/jimbiel
17
doc_323349010.pdf