The “Softer” Side Of S&Op

The “SofTer” Side of S&oP By Scott W. harrison Prior to the meeting, address issues with the participants who are expected to disagree … involve the territorial people in the process; otherwise, they will undermine the process … without clearly identifying the S&OP customers and their needs, the S&OP process is at risk in fulfilling its objectives. I I t is true that good Sales & Operations Planning (S&OP) processes are dependent on solid data gathering and analysis techniques. Demand and supply numbers need to be gathered, scrubbed, and reviewed in order to make the best business decisions possible. However, if we overlook some of the “softer” aspects of the S&OP processes—especially as they relate to the pre-meetings and executive meetings—we run the risk of having the “right” data in the wrong place. This article reviews some of those “softer” issues to ensure that the human side of the process is identified and addressed. idenTifYinG The S&oP cUSToMerS Often the activity of identifying the S&OP customers is skipped as people put together the initial “distribution” lists for both pre-meetings and executive S&OP meetings. It is critical that ...