Reviews orders, due dates, and inventory and determines via analysis what to build, when to build, and where to build per the supply planĪre the primary contacts for issues related to orders, inventory, and the supply planning process.Speaks to the inventory detail in the supply planning meeting.

Maintains safety stocks, production rates, vendor performance, lead times and other supply planning attributes.Updates the inventory plan monthly or periodically.Steps that are not tied to the beginning of the month and are managed on an ongoing basis are noted with the designation: On-Going. The steps and responsibilities should then be loaded into a shared calendar with reminders, meetings, and attendees (responsibility) scheduled. Use the following process overview as a template to define roles, responsibilities, and timing of each step after the close of each month. But it’s important to keep in mind that in order to move forward with a monthly S&OP plan, you must determine at which point in the month edits to the demand plan will no longer be allowed. Effective S&OP planning depends on the input. You will also want to set expectations for hand-offs, meetings, and how you will communicate changes. When establishing your process, it is important to consider who will be responsible for each step of the process. In this article, we define a typical S&OP process and will explain how to implement the process.Īccording to IBF, S&OP is a process that coordinates different areas of the business to meet customer demand with the appropriate level of supply. To sum up, S&OP is the creation of a unified, consensus-based business plan that enables organizations to control inventory costs while vastly improving service levels. In our knowledge article What is S&OP?, we explained what sales and operations planning (S&OP) is and its many advantages. Implementing Sales and Operations Planning (S&OP)

Critical ops map