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Alors pourquoi les délais glissent-ils ? | Talan - Site groupe",[88,92,96],{"frontpage":89,"url":90,"label":91},true,"\u002Famericas\u002Ffr","Accueil",{"frontpage":93,"url":94,"label":95},false,"\u002Famericas\u002Ffr\u002Ftoutes-nos-analyses","Tous nos blogues",{"frontpage":93,"url":97,"label":98},"","Votre capacité nominale est suffisante. Alors pourquoi les délais glissent-ils ?",{"meta":100,"link":108},[101,103,106],{"name":102,"content":86},"title",{"name":104,"content":105},"robots","index, follow",{"property":107,"content":97},"og:image",[109,112],{"rel":110,"href":111},"canonical","https:\u002F\u002Fwww.talan.com\u002Famericas\u002Ffr\u002Fvotre-capacite-nominale-est-suffisante-alors-pourquoi-les-delais-glissent-ils",{"rel":113,"hreflang":114,"href":111},"alternate","fr-CA","json",{"element":117,"created":118,"image":119,"linkedMajorExpertises":133,"publishedDate":147,"title":98,"type":148,"uid":149,"nid":150,"href":151,"lang":9,"domain":6,"libraryOfBloc":152},"node-insight","1775835903",{"element":120,"mediaImage":121,"type":132},"media-image-responsive-half-banner",{"element":122,"content":123},"field-image",{"srcset":124,"sizes":125,"url":128,"alt":129,"width":130,"height":131},"https:\u002F\u002Fstatic.talan.com\u002Fs3fs-public\u002Fstyles\u002Fhalf_banner_400\u002Fpublic\u002F2026-02\u002FManufacturing%20factory%20floor.webp?h=4bde02de&itok=QybXQZmi 400w, https:\u002F\u002Fstatic.talan.com\u002Fs3fs-public\u002Fstyles\u002Fhalf_banner_700\u002Fpublic\u002F2026-02\u002FManufacturing%20factory%20floor.webp?h=4bde02de&itok=WHYO73V_ 700w, https:\u002F\u002Fstatic.talan.com\u002Fs3fs-public\u002Fstyles\u002Fhalf_banner\u002Fpublic\u002F2026-02\u002FManufacturing%20factory%20floor.webp?h=4bde02de&itok=E4RvdCqF 1200w",{"400":126,"700":127,"1200":128},"https:\u002F\u002Fstatic.talan.com\u002Fs3fs-public\u002Fstyles\u002Fhalf_banner_400\u002Fpublic\u002F2026-02\u002FManufacturing%20factory%20floor.webp?h=4bde02de&itok=QybXQZmi","https:\u002F\u002Fstatic.talan.com\u002Fs3fs-public\u002Fstyles\u002Fhalf_banner_700\u002Fpublic\u002F2026-02\u002FManufacturing%20factory%20floor.webp?h=4bde02de&itok=WHYO73V_","https:\u002F\u002Fstatic.talan.com\u002Fs3fs-public\u002Fstyles\u002Fhalf_banner\u002Fpublic\u002F2026-02\u002FManufacturing%20factory%20floor.webp?h=4bde02de&itok=E4RvdCqF","A manufacturing factory floor","1300","746","image",[134,139,143],{"element":135,"id":136,"name":137,"href":138},"taxonomy-term-expertise-category","1272","Excellence Opérationnelle","\u002Famericas\u002Ffr\u002Ftoutes-nos-analyses?expertise=1272",{"element":135,"id":140,"name":141,"href":142},"1274","Transition énergétique et bas carbone","\u002Famericas\u002Ffr\u002Ftoutes-nos-analyses?expertise=1274",{"element":135,"id":144,"name":145,"href":146},"1277","Conseil et stratégie","\u002Famericas\u002Ffr\u002Ftoutes-nos-analyses?expertise=1277","2025-03-27T18:40:10","insight","16","2925","\u002Famericas\u002Ffr\u002Fvotre-capacite-nominale-est-suffisante-alors-pourquoi-les-delais-glissent-ils",[153,159,175,187,190,218,234,269,272,294],{"element":154,"hideSeparator":155,"type":156,"wysiwyg":157},"pg-wysiwyg","1","wysiwyg",[158],"\u003Ch4>Planification & Synchronisation : le pilier qui cède en premier sous la pression de volume\u003C\u002Fh4>\u003Cp>Nombreuses sont les stratégies ambitieuses et innovantes ainsi que les initiatives créatives et inspirantes dans les organisations industrielles. Pourtant, combien de fois le résultat obtenu ne correspond-il pas à l'idée de départ? N'est-il pas fréquent d'entendre les phrases suivantes ?\u003C\u002Fp>\u003Cul>\u003Cli data-list-item-id=\"ea33e37404c038faa2db5da89ca39d85c\">\"Nous avons la capacité nominale pour absorber les volumes, mais en pratique les délais glissent dès que la charge augmente.\"\u003C\u002Fli>\u003Cli data-list-item-id=\"e1c825572fb6e9d00b8fda20cc0f00361\">\"Engineering, achats et production travaillent chacun avec leur propre horizon, et la coordination se fait à coup d'arbitrages d'urgence.\"\u003C\u002Fli>\u003Cli data-list-item-id=\"e48a43b43f886075e38ec68da6a1689bc\">\"Nous voulions sécuriser l'engagement de livraison pour le prochain trimestre, mais les priorités ont changé en cours de route sans que personne ne soit aligné.\"\u003C\u002Fli>\u003C\u002Ful>\u003Cp>De telles situations découlent généralement d'un manque d'attention à long terme et d'une mauvaise intégration des différents volets de la planification opérationnelle. Il peut toutefois s'avérer complexe d'intégrer les différents processus de planification permettant de cibler les perturbations et occasions favorables à venir.\u003C\u002Fp>\u003Cp>Une planification robuste de la demande et des opérations permet de répondre aux questions fondamentales suivantes :\u003C\u002Fp>\u003Cul style=\"list-style-type:disc;\">\u003Cli style=\"tab-stops:list 36.0pt;\" data-list-item-id=\"edd57e3f0383a3dc003f2e33db6ee755c\">De quelle façon souhaitons-nous traiter les engagements de livraison envers nos clients ?\u003C\u002Fli>\u003Cli style=\"tab-stops:list 36.0pt;\" data-list-item-id=\"ea3187351e24201d3b89e42488cdc23d3\">Quelle visibilité aurons-nous sur notre volume de projets anticipé ?\u003C\u002Fli>\u003Cli style=\"tab-stops:list 36.0pt;\" data-list-item-id=\"e565259b2a9303e68b4e585b1cf652d99\">Quelle sera la capacité requise pour répondre à la demande ?\u003C\u002Fli>\u003Cli style=\"tab-stops:list 36.0pt;\" data-list-item-id=\"e3e5094b6b641f3d90a45b358f5980dbe\">De quelle façon nos approvisionnements seront-ils déclenchés ?\u003C\u002Fli>\u003Cli style=\"tab-stops:list 36.0pt;\" data-list-item-id=\"e9b4f069323836162d031c75b0f334e72\">Dans quelle séquence les opérations devront-elles être effectuées ?\u003C\u002Fli>\u003C\u002Ful>\u003Cp>Il s'agit là des essentiels permettant de transformer une stratégie de montée en cadence en réalité opérationnelle.\u003C\u002Fp>",{"element":160,"direction":161,"title-255":162,"titleLevel":163,"type":164,"mediaImage":165,"wysiwyg":173},"pg-text-and-image","right","La planification, une tour de contrôle transverse","4","text_and_image",{"element":166,"mediaImage":167,"type":132},"media-image",{"element":122,"content":168},{"url":169,"alt":170,"width":171,"height":172},"https:\u002F\u002Fstatic.talan.com\u002Fs3fs-public\u002Fstyles\u002Fmax_2600x2600\u002Fpublic\u002F2025-10\u002FData%20%26%20Tech%20Service%20page.webp?itok=8BbY4JS-","Femme d'affaires utilisant un tableau de bord KPI de données analytiques","1216","681",[174],"\u003Cp>On peut voir la planification de la demande et des opérations comme la tour de contrôle de la chaîne de valeur industrielle.\u003C\u002Fp>\u003Cp>Cette tour de contrôle doit permettre une visibilité étendue allant de l'engagement client jusqu'à la livraison du produit. La clé de la réussite réside dans l'intégration des intervenants en planification, engineering, achats, production, et d'arrimer leurs activités pour que la livraison à moindre coût soit effectuée selon les attentes du client, de façon efficiente.\u003C\u002Fp>",{"element":160,"direction":176,"title-255":177,"titleLevel":163,"type":164,"mediaImage":178,"wysiwyg":185},"left","Intérêt grandissant envers la planification opérationnelle",{"element":166,"mediaImage":179,"type":132},{"element":122,"content":180},{"url":181,"alt":182,"width":183,"height":184},"https:\u002F\u002Fstatic.talan.com\u002Fs3fs-public\u002Fstyles\u002Fmax_2600x2600\u002Fpublic\u002F2025-08\u002FHero_Microsoft%20Main%20Page.webp?itok=O_qCUZsS","Team of people working on Microsoft platform in a modern office","1559","875",[186],"\u003Cp>Au cours des dernières années, Talan a observé chez ses clients un intérêt grandissant à l'égard de la performance de leurs processus de planification et synchronisation. Nous l'expliquons par le coût grandissant des erreurs liées à ces processus. Autrefois, une planification non optimisée pouvait être palliée par des heures supplémentaires ou des embauches massives. \u003C\u002Fp>\u003Cp>Aujourd'hui, la plupart des organisations font face à une pénurie de main-d'œuvre qui les empêche d'avoir recours à cette méthode. Les erreurs de planification se soldent désormais souvent en délais perdus, en pénalités contractuelles et en fatigue organisationnelle.\u003C\u002Fp>",{"element":154,"hideSeparator":155,"type":156,"wysiwyg":188},[189],"\u003Ch4>Intégrer les processus de planification et élargir les horizons\u003C\u002Fh4>\u003Cp>L'exemple d'une planification de voyage peut permettre de bien comprendre les différents niveaux de la planification des opérations.\u003C\u002Fp>\u003Cp>Lorsqu'on planifie un voyage, il n'est pas nécessaire de connaître les prévisions météorologiques quotidiennes qui auront cours pendant l'escapade. On souhaite plutôt se faire une idée du budget, des dates de départ et des activités intéressantes à faire. Plus on se rapprochera du moment espéré, plus on voudra raffiner nos plans. Sur place, on prendra connaissance de la météo afin de rectifier le plan initial et ainsi maximiser ce précieux temps de vacances.\u003C\u002Fp>\u003Cp>La majorité des organisations industrielles concentrent leurs efforts de planification à court terme ; elles sont très peu nombreuses à s'engager dans des processus à long terme. Une planification ayant accès à un vaste horizon permet d'agir proactivement sur les enjeux à long terme afin de stabiliser le plus possible les opérations à court terme. La mise en place de processus performants aux différents niveaux de planification engendrera une efficience opérationnelle améliorée. Parmi ces niveaux de planification, on retrouve les suivants.\u003C\u002Fp>",{"element":191,"imagePosition":176,"titleLevel":163,"type":192,"expandsItems":193},"pg-expands","expands",[194,201,205,209,214],{"element":195,"title-60":196,"titleLevel":197,"type":198,"wysiwyg":199},"pg-expands-item","Planification de la demande ","5","expands_item",[200],"\u003Cp>\u003Cspan style=\"font-family:"Aptos",sans-serif;font-size:11.0pt;line-height:107%;\">Prévoir la demande selon diverses stratégies adaptées à la vélocité et à la variabilité de la demande des produits offerts par l'entreprise.\u003C\u002Fspan>\u003C\u002Fp>",{"element":195,"title-60":202,"type":198,"wysiwyg":203},"Planification industrielle et commerciale ",[204],"\u003Cp>\u003Cspan style=\"font-family:"Aptos",sans-serif;font-size:11.0pt;line-height:107%;\">Établir un équilibre entre les objectifs du plan de ventes, du budget et de l'utilisation des capacités opérationnelles de l'entreprise.\u003C\u002Fspan>\u003C\u002Fp>",{"element":195,"title-60":206,"titleLevel":197,"type":198,"wysiwyg":207},"Planification de la production et gestion de la capacité ",[208],"\u003Cp>\u003Cspan style=\"font-family:"Aptos",sans-serif;font-size:11.0pt;line-height:107%;\">Comprendre et maîtriser l'offre (la capacité de l'entreprise) et la demande afin d'arriver à élaborer un plan à moyen et à long terme satisfaisant les attentes projetées des clients.\u003C\u002Fspan>\u003C\u002Fp>",{"element":195,"title-60":210,"titleLevel":211,"type":198,"wysiwyg":212},"Planification des approvisionnements et gestion des stocks ","6",[213],"\u003Cp>Déterminer les quantités optimales à garder en stock et les approvisionnements requis pour la réalisation du plan directeur de production.\u003C\u002Fp>",{"element":195,"title-60":215,"titleLevel":211,"type":198,"wysiwyg":216},"Ordonnancement ",[217],"\u003Cp>Sous-contrainte de la capacité disponible à court terme, établir la séquence de production des articles maximisant l'efficience opérationnelle.\u003C\u002Fp>",{"element":219,"title-60":220,"titleLevel":163,"type":221,"keyPoints":222},"pg-key-points","Optimiser la planification par l'humain et la technologie","key_points",[223,228,231],{"element":224,"text-200":225,"title-60":226,"type":227},"pg-key-points-item","Intégration des meilleures pratiques, mise en place d’indicateurs de rendement.","Processus ","key_points_item",{"element":224,"text-200":229,"title-60":230,"type":227},"Définition des rôles et des responsabilités, mise en place de la formation, du coaching et de la gestion du changement.","Personnes ",{"element":224,"text-200":232,"title-60":233,"type":227},"Alignement des données et des fonctionnalités soutenant les processus établis, soutien à l’utilisation des outils technologiques, processus de gouvernance des données de base.","Technologies",{"element":191,"imagePosition":176,"mediaImage":235,"title-255":245,"titleLevel":197,"type":192,"expandsItems":246,"wysiwyg":267},{"element":120,"mediaImage":236,"type":132},{"element":122,"content":237},{"srcset":238,"sizes":239,"url":242,"alt":243,"width":130,"height":244},"https:\u002F\u002Fstatic.talan.com\u002Fs3fs-public\u002Fstyles\u002Fhalf_banner_400\u002Fpublic\u002F2026-04\u002Fshutterstock_1682600950.jpg.webp?itok=YObH5Ocn 400w, https:\u002F\u002Fstatic.talan.com\u002Fs3fs-public\u002Fstyles\u002Fhalf_banner_700\u002Fpublic\u002F2026-04\u002Fshutterstock_1682600950.jpg.webp?itok=mn2O3kGl 700w, https:\u002F\u002Fstatic.talan.com\u002Fs3fs-public\u002Fstyles\u002Fhalf_banner\u002Fpublic\u002F2026-04\u002Fshutterstock_1682600950.jpg.webp?itok=DBai-XTC 1200w",{"400":240,"700":241,"1200":242},"https:\u002F\u002Fstatic.talan.com\u002Fs3fs-public\u002Fstyles\u002Fhalf_banner_400\u002Fpublic\u002F2026-04\u002Fshutterstock_1682600950.jpg.webp?itok=YObH5Ocn","https:\u002F\u002Fstatic.talan.com\u002Fs3fs-public\u002Fstyles\u002Fhalf_banner_700\u002Fpublic\u002F2026-04\u002Fshutterstock_1682600950.jpg.webp?itok=mn2O3kGl","https:\u002F\u002Fstatic.talan.com\u002Fs3fs-public\u002Fstyles\u002Fhalf_banner\u002Fpublic\u002F2026-04\u002Fshutterstock_1682600950.jpg.webp?itok=DBai-XTC","amélioration structurée","731","L’importance d’une démarche d’amélioration structurée",[247,251,255,259,263],{"element":195,"title-60":248,"titleLevel":211,"type":198,"wysiwyg":249},"Définir ",[250],"\u003Cp>Définir et valider le contexte d’affaires, et entamer la collecte des données.\u003C\u002Fp>",{"element":195,"title-60":252,"titleLevel":211,"type":198,"wysiwyg":253},"Mesurer ",[254],"\u003Cp>Présenter les résultats des analyses de données et cartographier le processus actuel.\u003C\u002Fp>",{"element":195,"title-60":256,"titleLevel":211,"type":198,"wysiwyg":257},"Analyser ",[258],"\u003Cp>Analyser le processus actuel à l’aide d’accélérateurs, cibler les problématiques, et déterminer leurs causes racines.\u003C\u002Fp>",{"element":195,"title-60":260,"titleLevel":211,"type":198,"wysiwyg":261},"Améliorer ",[262],"\u003Cp>Établir les principes directeurs, concevoir le processus cible, et définir la stratégie de mise en œuvre.\u003C\u002Fp>",{"element":195,"title-60":264,"titleLevel":211,"type":198,"wysiwyg":265},"Contrôler ",[266],"\u003Cp>Suivre et évaluer de manière continue la performance du processus.\u003C\u002Fp>",[268],"\u003Cp>L’amélioration des activités de planification de la demande et des opérations (PDO) requiert bien plus que la simple génération ou soumission de rapports. Elle exige un cadre structuré et durable. L’objectif est de mettre en place les bases d’un soutien à long terme des processus, en tenant compte de la main-d’œuvre, de la productivité et de la technologie. Cela implique l’évaluation des opérations actuelles, mais aussi la planification et la mise en œuvre d’améliorations futures alignées sur les objectifs stratégiques de l’entreprise.\u003C\u002Fp>\u003Cp> \u003C\u002Fp>\u003Cp>Une démarche structurée d’amélioration permet de tracer une feuille de route claire, que l’on vise l’optimisation des processus ou l’implantation technologique. Elle favorise la création d’une vision fondée sur une analyse approfondie, la définition des processus cibles, et l’identification des besoins technologiques qui orienteront le choix de la solution.\u003C\u002Fp>",{"element":154,"hideSeparator":155,"type":156,"wysiwyg":270},[271],"\u003Ch4>Gains anticipés d’une planification intégrée de la demande et des opérations\u003C\u002Fh4>\u003Cp>La tâche qui attend les organisations est de trouver l'équilibre entre trois objectifs conflictuels, et de les optimiser : l'efficience opérationnelle, le niveau de service à la clientèle et le contrôle des niveaux de stocks.\u003C\u002Fp>\u003Cp>Même s'ils tendent généralement vers des directions opposées, ces trois axes de performance peuvent être optimisés par la mise en place de meilleures pratiques propres à chaque organisation, en acquérant les qualifications requises et en appuyant les processus liés à une technologie adaptée.\u003C\u002Fp>\u003Cp>L'amélioration des activités de planification 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