Thank you Sikander. Good structure to get the S&OP basics right.

1. CS/L College
Sales and Operations Planning
User Manual

3. CS/L College
Sales and Operations Planning
• Course Overview
• Introduction to S&OP
• S&OP Concepts
• Dynamics of S&OP
• Key Roles in S&OP Process
• Course Summary

5. Course Overview
Course Overview
The Sales & Operations Planning (S&OP) process
allocates and aligns company resources to a single set of
plans that optimize resources in support of the business
objectives, The objective of this process is to check that
the operating plan is sufficient to deliver the business
goal and to intervene before an operating issue becomes
a business issue.
By the end of this course, you will be able to:
• Define S&OP
• Explain the S&OP process
• List the S&OP process principles
• Identify the key steps in each process
• Understand how tolerances are used in S&OP
• Describe the different roles involved in the S&OP
process
Notes
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6. Module Overview
Module Overview
S&OP is the business planning
process, which is used to ensure that
the latest operating plan is in line with
the business plan. It provides the
monthly control mechanism to review
changes to business and operating
plans, align on one single plan, and
ensure that all resources are lined up
to deliver it.
This module will introduce you to the
key concepts involved in the S&OP
process and the many dynamics that
govern it.
By the end of this module, you will be
able to:
• Define S&OP
• List the objectives of S&OP
• List the unique benefits of S&OP
• Explain the S&OP process
• Describe the characteristics of Family
Notes
Introduction to S&OP 01 of 18

7. Role of S&OP in MRPII
Role of S&OP in MRPII
S&OP links business planning to the execution of the plans in the supply chain. The
S&OP process is focused on bringing a balance between Sales Production &
Inventory (SPI) This ensures that there is sufficient supply capability to support the
sales plan and that costs, service, and cash projections are supported by realistic
plans.
Notes
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8. Role of S&OP in MRPII
Role of S&OP in MRPII
The objective of the S&OP process is to check
that the operating plan is sufficient to deliver
the business goal and to intervene before an
operating issue becomes a business issue.
Formal Process
Plans
Single Plan
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9. Role of S&OP in MRPII
Role of S&OP in MRPII
Capacity Planning
Periodic Review
Root Cause Analysis
Decision Making
Functions
Notes
Introduction to S&OP 03 of 18

10. What is S&OP?
What is S&OP?
S&OP is a continuous monthly process that enables
a company to optimize operational plans in support
of the business plan. It is the process by which the
company can allocate
and align resources to a single set of Supply and
Sales Plans that support the business objectives.
S&OP allows senior management to:
• Reconcile actual performance against plans
• Re-focus and re-balance the resources and
tactical objectives of each function within the
business and update the plans accordingly
• Do a monthly check of the latest operational
plan that supports the business plan
• Intervene before an operational issue
becomes a business issue
• Maximize profit
Notes
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11. Objectives of S&OP
Objectives of S&OP
Following are the objectives of the S&OP
process:
• To support the business plan
• To ensure the plans are realistic
• To effectively manage change
• To manage inventory, service, and cost
• To measure performance
Notes
Introduction to S&OP 05 of 18

12. Basic Elements of Effective S&OP
Basic Elements of Effective S&OP
Following are the elements that define an effective
S&OP:
• Leadership
• Business Process
• Outlook
• Systems
• Linked Strategy
• Measures
Leadership
Business Process
Outlook
Systems
Introduction to S&OP 07 of 18

13. Basic Elements of Effective S&OP
Basic Elements of Effective S&OP
Linked Strategy
Measures
Notes
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14. Building an Effective S&OP
Building an Effective S&OP
Initially, the entire S&OP process may seem like lot of
tedious work. However, by establishing routine, controls
and exception management, S&OP actually frees up
resources in the long term.
An effective S&OP can be accomplished in the
following ways:
• Set expectations and roll it in to the top management
meeting
• Appoint a qualified S&OP coach / expert to facilitate the
process and lay the foundation
• Establish a ‘dashboard / scorecard’
• incorporate SR graphical format top sheets
• Implement the key sub-processes: initiatives review,
demand review, supply review, Pre-S&OP, etc.
• Use the Category S&OP assessment tool to do a
detailed health check and to build a detailed continual
improvement plan
Notes
Introduction to S&OP 08 of 18

15. Common Pitfalls
Common Pitfalls
Though there are many ways to build an effective
S&OP, there are as many pitfalls that you can
encounter during the process.
Following are the common mistakes that you
should watch out for:
• Lack of leadership support and engagement in
the process with limited cross-functional support
• Lack of systems or capability to generate and
extract timely, accurate data
• Weak or de-coupled business and operating
strategies leading to inconsistent 5&OP processes
• Deferred decisions in S&OP top team, surprises
surfacing for the first time in S&OP top team, long
meetings, etc.
• Inadequate allocation of resources affecting
process capability
• Overly complicated processes or complex detail
leading to disengagement
• Weak or missing sub-processes
Example
Example
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16. Common Pitfalls
Common Pitfalls
Example
Example
Example
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17. Common Pitfalls
Common Pitfalls
Example
Example
Notes
Introduction to S&OP 10 of 18

18. S&OP: A Business Management Process
S&OP: A Business Management Process
S&OP integrates and manages the following three operating elements, which have a
direct impact on Total Shareholder Returns (TSR):
Availability/Service Balancing demand & supply so
that we never miss shipping a case
Management
Managing and improving the
NOS Growth Demand Planning quality of the demand plan
Getting initiatives to market
Initiatives Planning with excellence
Optimize Total System Balancing plans, ensuring total
Cost system impacts are transparent
Cost
Long term planning of
Capacity Utilization capacity to match sales plans
Setting and managing to Inventory
Inventory Management
Policies, balancing plans
Cash
Long term planning of capital
Capital Management
to match business plans
Notes
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19. Unique Benefits
Unique Benefits
S&OP offers many benefits, such as:
• Forward visibility
• Earlier identification and faster response
• Agreement to single, realistic, integrated plan
• Continuous improvement of all key performance
Measures
• Highlights deviations from expected results and
leverages the learning in future plans
• Multi-functional decision making
Forward visibility
Earlier identification and faster response
Agreement to single, realistic, integrated plan
Continuous improvement of all key performance Measures
Highlights deviations from expected results and leverages the learning in
future plans
Introduction to S&OP 12 of 18

20. Unique Benefits
Unique Benefits
Multi-functional decision making
Notes
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21. Key Concepts
Key Concepts
S&OP is a continuous monthly process beginning with Demand Planning when the
demand forecast is updated to establish an unconstrained forecast. This data is then
used in the Rough Cut Capacity Planning (RCCP) process as part of the Supply Review.
This process is used to determine any major constraints or issues, which need to be
discussed later The objective is to identify any constraints that would become issues in
the Pre-S&OP. Financial implications are a key part of each of these process / reviews
The primary 5&OP concepts are:
• Demand Planning
• Supply Planning
• Pre-S&OP
• S&OP Meeting
• Financial Implications
Demand Planning
Supply Planning
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22. Key Concepts
Key Concepts
Pre S&OP
S&OP Meeting
Financial Implications
Notes
Introduction to S&OP 14 of 18

23. Key Concepts
Key Concepts
The characteristics listed below belong to the primary S&OP concepts.
Write the appropriate S&OP concepts corresponding to the correct white boxes.
S&OP Concepts:
Financial Implications
S&OP Meeting
Pre S&OP
Supply Planning
Demand Planning
Notes
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24. Families
Families
A family is a group of finished product Stock Keeping
Units (SKUs). which by virtue of their similar
characteristics can be grouped together to simplify
planning and reporting.
Families allow you to:
• Aggregate many individual SKUs into more
manageable groupings
• Manage total demand and/or supply for a
group of SKUs, which use the same limited
production capacity, material availability etc.
• Focus on workable plans
Notes
Introduction to S&OP 16 of 18

25. Summary
Summary
In this module, you learned:
• What is S&OP
• The various objectives of S&OP
• The unique benefits of S&OP
• The key concepts of the S&OP process
• The importance of Families
Notes
Introduction to S&OP 18 of 18

26. Module Overview
Module Overview
Sales & Operations Planning (S&OP) is an ongoing monthly process that links
several distinct processes that produce a single company business plan. It is based
on vital inputs from both Demand Planning and Supply Planning processes.
The inputs gathered from these processes are identified and plans are weighed
against the resulting financial implications.
The monthly process culminates in the S&OP Meeting where decisions are made
and resources confirmed or re-allocated.
This module will explain how Demand Planning and Supply Planning influence
S&OP. It will enable you to measure the financial implications of the S&OP plans,
and understand the intricacies of the S&OP Meeting.
By the end of this module, you will be able to:
• Describe the process of S&OP
• Describe the steps in the S&OP process
• Describe the principles of Demand Planning
• List the key steps of Demand Planning
• Describe the principles of Supply Planning
• List the key steps of Supply Planning
• Explain the financial implications of an S&OP plan
• Describe the principles of the S&OP Meeting
• List the key steps of the S&OP Meeting
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27. Module Overview
Module Overview
Notes
S&OP Concepts 01 of 18

28. Monthly Process
Monthly Process
The S&OP begins as follows:
1. It starts with Unconstrained Demand Forecast.
2. Supply Review checks capacity against
Demand.
3. If Supply Plan can support the Demand
Forecast, then it becomes the Sales Plan.
4. If supply Plan cannot support the Demand
Forecast, then ‘what if’ alternatives are
developed as options to be considered.
5. Then in Pre-5&QP, issues will be identified that
need to be discussed in the S&OP Meeting.
6. The monthly process cumulate in an S&OP
Meeting, led by the General Manger, where past
performance is reviewed and key decisions are
made on issues raised.
Notes
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29. Importance Of Demand Forecast Accuracy
Importance Of Demand Forecast Accuracy
An accurate Demand Forecast is extremely critical to
the Demand Planning process.
It enables you to:
• Understand volume gaps
• Check assumptions
• Stimulate strategy review
• Meet the needs of the customer at a lower cost
Notes
S&OP Concepts 03 of 18

30. Key Principles of Demand Planning
Key Principles of Demand Planning
Demand Planning is a key element of integrated MRPII work processes. Demand
Planning develops a detailed bottom-up forecast for all products sold to our
customers. This forecast is typically developed by country, and may be developed
for individual key customers or groups of customers. The objective is to develop a
50/50 (unbiased) forecast over an 18 to 24 month planning horizon.
The approach is to create a statistical forecast, based on historical shipments that
can be modified, as needed, to reflect market intelligence and changing business
conditions. Measuring the accuracy of volume forecasts and forecast assumptions
provides a basis for understanding current capability and developing improvement
plans.
Following are the key principles of Demand Planning:
• Timely
• Unbiased (50/50)
• Reasonable
• Known Accuracy
• Includes Key Plans & Assumptions
• Details & Aggregations are Consistent
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31. Key Principles of Demand Planning
Key Principles of Demand Planning
Timely
Unbiased (50/50)
Reasonable
Known Accuracy
Notes
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32. Key Steps Of Demand Planning
Key Steps Of Demand Planning
Following are the key steps involved in Demand Planning:
Collecting and reviewing relevant input
Documenting key assumptions that were used to build the forecast
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33. Key Steps Of Demand Planning
Key Steps Of Demand Planning
Preparing monthly summaries of the forecast for the meetings
Communicating demand forecast and assumptions
Notes
S&OP Concepts 06 of 18

34. Key Principles Of Supply Planning
Key Principles Of Supply Planning
The Supply Planning process balances the supply
capability (resources—people, capacity, materials,
time, money) to the demand over time. It covers all
possible external and internal constraints and
includes all demands on the available capacity of a
particular supply chain.
Following are the key principles of Supply Planning:
• The Product Supply/Supply chain team owns the
Supply Planning process
• The Supply Plan is updated every month
• The capacity is assessed against the
unconstrained demand
• The assumptions are documented with the supply
recommendation and alternatives
• The demonstrated capacity is utilized for planning
• Scorecards are used to track and manage results
according to the Operating Strategy
The capacity is assessed against the unconstrained demand
Notes
S&OP Concepts 08 of 18

35. Category Supply Planning Process
Category Supply Planning Process
At the category level, Supply Planning is defined by the
following processes:
• Linking demand planning, initiative planning, RCCP
(Rough cut capacity Planning) and S&OP with site
integrated planning
• insuring that product supply can meet the demand in
the sales plan
• Focusing on defining total demand, performing cc
(Rough cut capacity Planning), and developing
family-level execution plans
Notes
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36. Key Steps Of Supply Planning
Key Steps Of Supply Planning
Following are the key steps involved in Supply Planning:
S&OP deck
Notes
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37. Factors That Determine financial Implications
Factors That Determine financial Implications
The Finance team owns the financial impact of a plan.
Following are the principles that influence the financial
implications of an S&OP plan:
• Developing the Profit Outlook using the
S&OP numbers
• Measuring performance by profit forecast accuracy
• Aligning Demand & Supply assumptions
• Evaluating the financial impact of operating plans
• Evaluating the financial impact of what-ifs and
issue sheets
Developing the Profit Outlook using the S&OP numbers
Aligned Demand & Supply assumptions
Notes
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38. Key Steps of Supply Planning
Key Steps of Supply Planning
Following are the key steps that are used to determine the financial
implications of an S&OP plan:
Notes
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39. Principles of S&OP Meeting
Principles of S&OP Meeting
• Primary vehicle for checking that the latest operational plan
is in-line with the business plan
• Owned and led by the General Manager
• Attendance is mandatory for Core Category Leadership
• Focus on planning / influencing the future
(3-18 month timeframe)
• Review the S&OP scorecard and check performance versus
the tolerances, which are defined in the category
operating strategy
• Check and approve the Sales Production & Inventory Plans
(in graphical format)
• Sales Production & Inventory Plans are approved by the
General Manager
• Identify and resolve issues
• Evaluate ‘What-ifs’
• Document decisions and authorize the single Sales &
Supply Plan
• A formal change process is used
Core Category Leadership
A formal change process is used
Notes
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40. Key Steps of S&OP Meeting
Key Steps of S&OP Meeting
Following are the key steps of the
S&OP Meeting:
• A monthly meeting with a formal
agenda
• GM and key leadership team
members review recommended
Demand and Supply Plans
• Significant issues related to
production policies, inventory
policies, and change process
guidelines are discussed and
resolved
• Policies and guidelines are defined
as needed
• Demand and/or Supply gaps are
discussed, along with
alternatives
• Decisions are finalized to provide a
single authorized Sales Plan and
Supply Plan
• Plans are communicated by the
Demand Manager and Supply
Manager
Notes
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41. S&OP Top Sheets
S&OP Top Sheets
S&OP top sheet should include historical SPP, PPP, and IPP performance (at
the family / product aggregation levels defined in the Category Operating
Strategy), as well as future-oriented Sales Production & Inventory plans.
The following graph shows how we can evaluate risks by monitoring past SPP:
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42. S&OP Top Sheets
S&OP Top Sheets
Sales Plan Performance
Sales Plan
Notes
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43. Summary
Summary
In this module, you learned about:
• The steps in the monthly S&OP process
• The principles of Demand Planning
• The principles of Supply Planning
• The key steps of Supply Planning
• The financial implications of an S&QP plan
• The principles of the S&OP Meeting
• The key steps of the S&OP Meeting
• Top sheet requirements for SPI’s
Notes
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44. Module Overview
Module Overview
Though the S&OP process is driven largely by Demand, Supply, and Sales dynamics, it
has far-reaching effects across many spheres within the organization.
This module will explain how S&OP injects fresh perspectives and links with various
initiatives. It will also show how negative behavior can mar the best S&OP design.
By the end of this module, you will be able to:
• Describe how various initiatives link with S&OP
• Describe how S&OP impacts business results
• Identify the types of negative behavior that can inhibit the S&OP process
• Describe the characteristics of Zones and Tolerances
• List the key measures of S&OP
Notes
Dynamics of S&OP 01 of 17

45. Initiatives Linkages
Initiatives Linkages
The S&OP process has significant links with
initiatives across almost every
function in the organization
The initiative linkages include:
• Ensuring that the product launch process
is appropriately utilized and linked to S&OP
• Embracing S&OP as the key tool for delivering
an integrated Category Business Plan with all
initiatives included
Ensuring that the product launch process is appropriately utilized and linked to
S&OP
Notes
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46. Business Impact
Business Impact
Effective S&OP can yield the following results:
Strategic Planning
Organizational Capacity
Dynamics of S&OP 03 of 17

47. Business Impact
Business Impact
Improved Data
TDC
Improved Cash Flow
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48. Business Impact
Business Impact
Improved Customer Service
Notes
Dynamics of S&OP 03 of 17

49. Negative Behaviors
Negative Behaviors
The success of the S&OP process mainly hinges on the
discipline and dedication of the team members, A
careless, haphazard approach can inhibit the process
and dilute its effectiveness.
The following behaviors can have a negative influence
on the S&OP process:
• Insufficient pre-work / Partial implication analyses
• Avoidance of real issues
• Token decision making
• Inappropriate issues
• Poor attendance. delegation of responsibility
Insufficient pre-work/Partial implication analyses
Avoidance of real issues
Dynamics of S&OP 05 of 17

50. Negative Behaviors
Negative Behaviors
Token decision making
Inappropriate issues
Poor attendance-delegation of responsibility
Notes
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51. Time Zones
Time Zones
In the S&OP process, the future can be divided into two major segments:
• The future that is already planned, which is typically a short term of 0-3 months.
• The future that we can plan, which is typically a longer term of 4-18 months.
The further out we go, the easier and less
expensive it is to make changes
Changing the plan is
either impossible or
is expensive
The future that is already planned, which is typically a short term of 0-3 months
The future that we can plan, which is typically a longer term of 4-18 months
Notes
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52. Types of Time Zones
Types of Time Zones
An important part of the S&OP process is the recognition of various time
zones where decisions, particularly those concerning changes, must be made or where
increased stability can have an impact on bottom line results.
The Time Zones are classified into three categories:
• Fixed Zone
• Firm Zone
• Planning Zone
The further out we go, the easier and less
expensive it is to make changes
Changing the plan
is either impossible
or is expensive
Fixed Zone
Firm Zone
Dynamics of S&OP 08 of 17

53. Types of Time Zones
Types of Time Zones
Planning Zone
Notes
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54. Planning Zones
Planning Zones
Based on the S&OP process, the future is divided into two Planning Zones:
• The Stable Zone
This refers to the near future, the part that is already planned months earlier.
• The Open or Flexible Zone
This refers to the distant future, the part that is well within our control and which still
needs to be planned.
The dividing line between these two zones is driven by the adjusted Cumulative Lead Time
(CIT) for the supply chain The Cumulative Lead Time is the period of time between
receiving a new customer order (or seeing a forecast change, which is outside agreed
tolerances), to when we actually deliver the product to the distribution center.
The Stable Zone
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55. Planning Zones
Planning Zones
The Open or Flexible Zone
Notes
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56. How Zones Influence Behavior
How Zones Influence Behavior
An analysis of the Planning Zones should drive the following behavior in the S&OP
process:
• Reduce the CLT by becoming more responsive and flexible.
• Clearly define the CIT. understand what drives it, and document it in the operating
strategy.
• Have an excellent plan for the months beyond the CIT.
• Consider that the months within the CIT have already been planned; therefore, focus
should be on executing with excellence within defined tolerances. For example, we
may decide to install capability to handle a 25% volume upside.
• Measure performance and execute plans on the basis of Sales Plan Performance
(SPP), Production Plan Performance (PPP), and Inventory Plan Performance (IPP).
Notes
Dynamics of S&OP 10 of 17

57. How Zones Influence Behavior
How Zones Influence Behavior
Notes
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58. Tolerance
Tolerance
There are two kinds of tolerances:
• Executional Tolerances
• Planning Tolerances
Executional Tolerances
Planning Tolerances
Notes
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59. Key principles of Setting Tolerances
Key principles of Setting Tolerances
The following principles need to be followed while setting
tolerances:
• Ensure tolerances are meaningful to the business
and will drive business results.
• Get started early to learn well ahead of time.
• Use tolerances and measures to drive improvement.
• Document tolerances in the operating strategy and
align them across the entire organization.
Ensure tolerances are meaningful to the business and will drive business results
Get started early to learn well ahead of time
Use tolerances and measures to drive improvement
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60. Key principles of Setting Tolerances
Key principles of Setting Tolerances
Document tolerances in the operating strategy and align them across the entire
organization.
Notes
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61. Key Measures
Key Measures
The Sales Production & Inventory Plan performance measures should be in alignment
with the operating policy. These measures can indicate when the operating policy
needs to be altered and also helps to funnel efforts towards improvement of the
forecast process or Supply Plan execution.
The measures are intended to reflect the actual versus planned performance for the
three key outputs of the S&OP process (i.e., Sales Plan, Production Plan, and Inventory
Plan) at the Family level. Additional measures at the detail level (SKU) in the
“downstream” planning processes (i.e., distribution requirements planning, master
production scheduling, material requirements planning, etc.) are aligned to the family
level.
• Sales Plan Performance
• Production Plan Performance
• Inventory Plan Performance
These results should reflect a 50/50 number
(no bias) within tolerance by family on a
consistent monthly basis.
Sales Plan Performance
Production Plan Performance
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62. Key Measures
Key Measures
Inventory Plan Performance
Notes
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63. Summary
Summary
In this module, you learned:
• How initiatives link to the S&OP process
•How S&OP impacts business results
•How negative behavior can inhibit the S&OP process
• The Zones and their impact on S&OP
• The Tolerances and their principles
• The key measures of S&OP
Notes
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64. Module Overview
Module Overview
The S&OP process is developed with distinctive
inputs from various functions across the
organization. Therefore, it is extremely critical
that people across all functions understand
what is expected of them to build a successful
S&OP.
This module describes the significance of each
function in the S&OP process. It explains how
people at various levels influence business
objectives and how seamless teamwork is the
key to an effective S&OP.
By the end of this module, you will be able to:
• Describe the role of the General Manager in
the S&OP process
• Describe the different roles involved in the
S&OP process
Notes
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65. S&OP Team
S&OP Team
All P&G employees need to work successfully to optimize resources in support of the
business objectives. The S&OP team draws skills from various functions such as
Demand Planning, Supply Planning. Finance and so on. Given below is an example of
a typical S&OP team
Roger Morgan
General Manager
Ross Goya Rita Burton
Customer Business Demand
Development Director Manager
Sam Hawn Kirk Bates
Product Supply Supply Planner
Director
Darryl James
Mark Reid
Finance Manager
Product Development
Amanda Bleethe
Director
Marketing Director
Notes
Key Roles in S&OP 02 of 13

66. General Manager
General Manager
Roger: Hi, I am Roger Morgan, a business unit General
Manager at P&G. and one of the key members of the
S&OP team The S&OP is of crucial importance to my
business, as it not only enables me to set direction and
make decisions, but also helps me emphasize the
importance of the S&OP process to the Leadership Team.
As General Manager, Roger has the following
responsibilities in the S&OP process:
• Embrace S&OP as a key tool for delivering Category
Profit commitment
• Integrate S&OP for the total business
Of course, its dedicated teamwork that finally leads to a
successful S&OP process. In the following screens, I will
introduce the other team members and explain how they
influence the S&OP process.
Embrace S&OP as a key tool for delivering Category Profit commitment
Notes
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67. Demand Manager
Demand Manager
As the Demand Manager, Rita Burton, shares details of
the volume forecast, including key assumptions, trends,
and bias. She knows that the Demand Forecast is
vulnerable to bias from data factors She checks for such
bias and highlights it in the S&OP Meeting. Rita also
validates that initiatives, including pipeline fill and
cannibalization are included at the project establishment
phase of the initiative.
The Demand Manager ensures that the following
Demand Planning elements of the S&OP CBA
(Current Best Approach) are met:
• Documenting assumptions
• Evaluating forecast accuracy
• Providing forecast ranges for ‘what-if planning
• Driving bias out of the forecast
• Ensuring that meeting materials are available prior to
the meeting
• Documenting and communicating demand-related
decisions
Documenting Assumptions
Driving bias out of the forecast
Notes
Key Roles in S&OP 04 of 13

68. Supply Planner
Supply Planner
Meet Kirk Bates, our Supply Planner who collects information
on demand sources spread across various geographies. He
ensures that there is supply capability to meet the demand or
identifies gaps.
The Supply Planner ensures that the following supply planning
elements of the S&OP CBA are followed:
• Documenting Supply Planning assumptions,
capacity constraints arid Product Supply decision time fences
• Bringing together all Demand sources
• Providing 18-month Supply Plans and reviewing the usage of
SPI document
• Providing what if’ simulation analysis of options and
contingency plans
• Ensuring opportunities or issues are brought to the S&OP
meeting with recommendations and alternatives
• Documenting and communicating supply-related decisions
Notes
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69. Finance Manager
Finance Manager
Financial assessments are critical to the S&OP process.
Meet our Finance Manager, Darryl James, who ensures
that all S&OP plans are utilized in profit forecast / analysis.
Following are the key responsibilities of the Finance
Manager in the S&OP process:
• Ensure that financial assessments of the demand and
supply plans are used in S&OP decisions
• Ensure that the demand and supply plans from S&OP
are used in Financial / Profit Analyses and outlook
preparation for GM and Leadership Team
Ensure that financial assessments of the demand and supply plans are used in
S&OP decisions
Ensure that the demand and supply plans from S&OP are used in Financial /
Profit Analyses and outlook preparation for GM and Leadership Team
Notes
Key Roles in S&OP 06 of 13

70. Marketing Director
Marketing Director
Now you know about the responsibilities of the GM, Demand Manager.
Supply Planner, and Finance Manager. So let’s move on to the other
functions.
Meet our Marketing Director, Amanda Bleethe.
As Marketing Director, she influences the S&OP process in the
following ways:
• Embraces S&OP as a key tool for delivering the category’s
Marketing OGSM (Objectives, Goals, Strategies, and Management)
• Provides pertinent competitive perspective
• Provides appropriate input on market share, market size,
and category growth plans
Notes
Key Roles in S&OP 08 of 13

71. Product Development Director
Product Development Director
As the Product Development Director, Mark Reid, offers critical
inputs to the S&OP process.
Following are the responsibilities of the Product Development
Director in the S&OP process:
• Ensure that the product launch process is
appropriately utilized and linked to S&OP
• Embrace S&OP as the key tool for delivering an
integrated category Business Plan with all initiatives included
Ensure that the product launch process is appropriately utilized and linked to
S&OP
Notes
09 of 13 Sales and Operations Planning

72. Product Supply Director
Product Supply Director
Here’s Sam Hawn, our Product Supply Director, who
ensures that a rigorous supply planning process is
implemented in the S&OP.
Following are the specific responsibilities of the Product
Supply Director;
• Ensure that the supply planning process used in
support of S&OP and MRPII is thorough
• Embrace S&OP as a key tool for delivering the
category’s Product Supply OGSM (Objectives,
Goals, Strategies, and Management)
• Ensures that the forecast is a realistic outlook on
what is expected in the future
Ensure that the supply planning process used in support of S&OP and MRPII
is thorough
Embrace S&OP as a key tool for delivering the category’s Product Supply
OGSM (Objectives, Goals, Strategies, and Management)
Key Roles in S&OP 10 of 13

73. Product Supply Director
Product Supply Director
Ensures that the forecast is a realistic outlook on what is expected in the future
Notes
10 of 13 Sales and Operations Planning

74. Customer Business Development (CBD) Director
Customer Business Development (CBD) Director
Meet Ross Goya, our Customer Business
Development (CBD) Director
Following are the key responsibilities of Customer
Business Development (CBD) team in the S&OP
process
• Ensure that the detailed sales activity
delivers the CBD plan
• Embrace S&OP as a key too’ for delivering the
business units OGSM (Objectives, Goals,
Strategies, and Management)
Ensure that the detailed sales activity delivers the CBD plan
Notes
Key Roles in S&OP 11 of 13

75. Summary
Summary
The S&OP process is a complex tapestry of
many processes. Each function, therefore,
plays a significant role in the eventual success
of S&OP.
In this module, you learned about the:
• Role of the General Manager in the S&OP
process
• Other roles invoked in the S&OP process
Notes
Key Roles in S&OP 13 of 13

76. Course Summary
Course Summary
This course explained the Sales & Operations
Planning (S&OP) process. Before you move on to
the Assessment, here is a quick recap of the main
points covered in the course.
Sales & Operations Planning is an ongoing monthly
process that links several distinct processes that
produces a single company business plan.
This is based on vital inputs from the Demand
Planning and Supply Planning processes. The
inputs gathered from these processes are identified
while the plans are weighed against the resulting
financial implications. The process culminates in
the S&OP Meeting where decisions are made and
resources confirmed or re-allocated.
Though the S&OP process is driven largely by
Demand, Supply, and Sales dynamics, it has
far-reaching effects across many spheres within the
organization. It is developed with distinctive inputs
from various functions across the organization.
The success of the S&OP process mainly hinges
on the discipline and dedication of the team
members, Therefore, it is extremely critical that
people across all functions understand what is
expected of them to build a successful S&OP.
Notes
01 of 01 Sales and Operations Planning