S&OP for Business Orchestration

Have a Higher Expectation for Your Sales and Operations Planning Process

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Traditional S&OP, as a sequential step process, has proven to lead to ineffective and inefficient planning cycles that drive less than maximized value for the enterprise.

The original S&OP process, as has been implemented by many companies, is

  • primarily Operations led;
  • largely focused on satisfying revenue and margin goals;
  • carried out by trying to accurately predict demand for a discrete planning horizon (usually 6-24 months) and subsequently planning supply according to that prediction; and
  • involves isolated planning activities consolidated at a high level and then pushed up to management for approval, and pushed down to manufacturing for execution.

In the end it does not adequately address cross-functional issues or the need for S&OP activities to occur concurrently and continuously.

A horizontal S&OP process capability is required in order to achieve a transformation. In order to achieve effective S&OP process orchestration and alignment, companies need a single end-to-end S&OP solution that eliminates the latency in decision-making caused by the complicated integration of data from multiple supply chain software modules, and the manual number crunching performed in Excel.

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A different interpretation and expectation for S&OP is emerging that entails better, broader goals and fills the critical capability gaps that are currently found in most S&OP processes today.

A Competency in Adapting to Plan Variance

Increase the effectiveness and responsiveness of the S&OP process by driving it not as a fixed, stepped process from which to strictly execute, but rather as a strategic means of coordination and continuous synchronization of multiple functions into a unified supply chain response to both medium term goals and current, real demand.

Real Time What-if Analysis for Productive Tradeoffs

Ask (and answer) the right questions for the organization as a whole and make collaborative, conscious choices across competing objectives based on predictive and exploratory what-if analysis during both the planning and execution cycle.

Financial Impact Analysis to Drive Profitable Decisions

Evaluate and proactively manage the interplay between financial performance and operations performance to ensure the right tradeoffs are being made. Focus not only on developing an optimal plan, but a feasible and profitable one too.

An Information Layer for End-to-End Process Enablement

Develop an information and analysis systems layer that crosses organizational boundaries, planning levels, and time ranges that can, as a result, drive horizontal supply chain process enablement.

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The RapidResponse® Sales and Operations Planning application enables S&OP transformation because it is driven by a single system (with a single data model and user interface) that can offer:

A means to accurately measure actions against financial targets and corporate objectives
Annual plan targets and different S&OP scenarios can be directly evaluated against key metrics – both operational (such as on-time delivery, inventory projections, and capacity utilization) and financial metrics (such as revenue and margin) – as a way to ensure operational plans are consistent with financial objectives.

Role-based S&OP dashboards, workbooks and scorecards
In addition to overall corporate dashboard metrics,  role specific metrics are provided for groups such as  sales, marketing, demand planningsupply planning, inventory planning, capacity planning, finance and executives. This allows for highly tailored views of S&OP, so individuals can do analysis and make decisions in their own context, while evaluating the impact of activities on corporate metrics.

Tight integration and alignment of all planning functions through process orchestration 
Because you are drawing all information from a single data model, you can combine demand and supply planning, volume and mix planning, and long-term and short-term planning. Collaboration across functions (demand planning, supply planning, inventory planning, project management) can more naturally occur because you are working in concert from a single data source. Process templates and task flows guide individuals through their specific activities as well as helps co-ordinate all parties to adhere to timelines and dependencies associated with the cross-functional processes in S&OP.

Consolidated S&OP data and analytics
Integrate data from every division, location, department, product family, legacy system, and supply chain partner. View data at multiple hierarchies at any time to support specific, quick and collaborative what-if analysis. What-if versions of the entire sales and operations plan can be created rapidly and can be revised as needed during the Executive S&OP review meeting. As part of a process template, you can manage and maintain S&OP assumptions and annual plan targets.

Identification of supply, demand, capacity imbalances and resolution alternatives through simulation and consequence evaluation
Quickly identify gaps between demand, supply, capacity and have the ability to simulate multiple different scenario alternatives. Make the appropriate trade-off decisions by comparing the consequences of each scenario against defined corporate and role-based metrics to choose the option that will deliver the optimal results.

Acceleration of the S&OP process
Various stages of the S&OP process can occur concurrently and continuously to improve the efficiency of the process and ensure the current S&OP plan reflects most recent decisions and developments.

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It is with this model of S&OP, whereby process execution evolves into operational orchestration; efficiency goals are coupled with measures of effectiveness; and cost control objectives are appropriately balanced with mandates for delivering business performance and value-based outcomes.



Faster and more reliable plan development. Drastically reduce the sales and operations planning cycle, and produce more accurate results.


Clearer, quicker insight into the impact on operations changes, to the S&OP plan, and conversely the impact of changes within a given function of the business on the S&OP plan.


Increased consensus and fewer surprises. Produce viable plans that have been contributed to and vetted by stakeholders.


An ability to scale and mature the S&OP process to maximize business opportunities and minimize risks.

Supply Planning Customer Quote

S&OP data customer quote

S&OP Scenario Planning Customer Quote

S&OP Scenarios Customer Quote

Reducing SCP Cycle Times Customer Quote

Sales and Operations Planning Customer Quote

End to End Supply Chain Planning Customer Quote

Supply Chain Analysis Customer Quote

supply chain planning system of record customer quote

Fast Supply Chain Planning Customer Quote


TriQuint Multi-Scenario Planning for S&OP

TriQuint - Multi-Scenario Planning for S&OP

Supply Chain Insights 5 Key S&OP Technology Capabilities

Supply Chain Insights - 5 Key S&OP Technology Capabilities

Ventana Research Integrates Demand, Supply and Financial Information

Ventana Research - Integrates Demand, Supply and Financial Information

Kerry Zuber Supply Chain Plan Variance Risk

Kerry Zuber - Supply Chain Plan Variance Risk

Kerry Zuber S&OP and What-if Simulations

Kerry Zuber - S&OP and What-if Simulations