Implemented & Running S&OP
A practical operating system for alignment — turning forecasts, constraints, and trade-offs into decisions that stick.
S&OP fails when it becomes a presentation cycle. It works when it’s a decision rhythm with clear ownership, transparent assumptions, and tight follow-through. This page covers what a solid S&OP looks like, how to implement it, and how to run it consistently once it’s live.
What “good” S&OP looks like
A solid S&OP is a business operating system — not a supply chain meeting. It aligns Commercial, Operations, and Finance on one plan and turns gaps into decisions with clear accountability. Executive engagement and approval in the end is necessary.
1) One plan, one narrative
- Single baseline demand + documented overrides
- Clear assumptions (promo, price, campaigns, customer changes)
- Finance alignment to the same plan (not parallel numbers)
2) Constraints are visible
- Capacity, lead times, and supply risks are explicit
- Inventory and service impacts are quantified
- Scenarios exist before leadership reviews
3) Decisions stick
- Decision log with owner, deadline, rationale
- Weekly execution checks (S&OE) close the loop
- Escalations are structured, not emotional
How to implement S&OP (without over-engineering)
Implementation succeeds when you define the cadence, outputs, and owners first — then add tools. This is a practical rollout sequence.
Define the scope and decision rights
What decisions are made in S&OP? Who owns demand, supply, inventory, and financial alignment?
Set the monthly cadence + weekly execution loop
Pre-work dates, forums, attendees, and clear handoffs between steps (S&OE + S&OP).
Standardize inputs and assumptions
Template-driven assumptions capture so changes are sized, explained, and comparable.
Create the “one set of numbers” pack
Demand, supply, inventory, service, cost, constraints — with a single narrative and gaps highlighted.
Introduce scenario options
At least two realistic options for gap closure (not just “we need more supply”).
Implement decision logging + follow-through
Owners, deadlines, and weekly checks to ensure actions actually happen.
Running S&OP once it’s live
Once implemented, the job is consistency. The best S&OPs are boring (in a good way): same rhythm, same rules, fewer surprises. However, keeping abreast of where we are at and where we are going is important especially as any dynamics change.
Weekly execution loop (S&OE)
- Short horizon risk checks: supply, service, inventory, backlog
- Confirm actions are happening; remove blockers
- Escalate only what truly needs leadership
- Keep the monthly plan honest (reality check)
Monthly S&OP decision cycle
- Pre-work quality gate (no pack = no meeting)
- Gap-focused agenda (not “walk through every slide”)
- Trade-off decisions with clear owners
- Financial alignment and impact confirmed
KPIs that keep S&OP honest
You don’t need 30 KPIs. You need a few that expose instability, bias, and execution gaps.
What I can implement with you
Practical assets that make the process repeatable — without introducing heavy bureaucracy.
1) S&OP calendar + governance
- Cadence map, attendees, RACI
- Decision rights and escalation path
- Rules of engagement (quality gates)
2) Pre-work templates + pack
- Assumptions capture (promo/price/campaign)
- Gap view + scenario options
- One narrative with clear actions
3) Execution loop + decision log
- Weekly S&OE agenda and tracker
- Decision log: owner/deadline/rationale
- Follow-through visibility
Want S&OP to work as a decision system?
If your current process is slide-heavy or inconsistent, I can help implement a practical cadence, tighten pre-work, and drive decision follow-through.