S&OP, is it for me?

Sales & Operational Planning (S&OP) has been used in FMCG companies for many years as the planning process that provides 'one set of operational numbers' for the organisation. In many countries and cultures S&OP in its common format works extremely well and brings considerable benefits. However, many companies shy away from implementing S&OP as it is considered a financial and resource burden despite the well documented improvements. Indeed, some companies do lack elements of the key organisational and performance drivers required to make S&OP work. Also, S&OP needs a working culture with a visible and fully committed leadership providing a disciplined and coordinated management approach that supports the process not just in words, but in proactive actions.

S&OP bad press

For all its benefits, S&OP can appear to be a rigid, lengthy, expensive and cumbersome process of up to seven meetings and numerous output reports in each monthly cycle. These meetings can tie up a company’s key resources for considerable periods of time in preparing for and attending the S&OP sessions. If the meetings are seen as a chore and not a valuable use of time then attendance will be erratic and  preparation of information may not be as detailed and accurate as required. In parallel, discussion, challenge and opportunity identification are likely to be sub-optimal.

Success is a great motivator and if the S&OP process fails to deliver a consistent level of broad planning accuracy and then the process will not deliver the desired levels of customer service required to impact financial results. Reliable indicators of an ineffective S&OP process are the inaccuracy of the demand plan, poor levels of customer service and the number of times the 'final plan' changes each month. 

Lite might be right

So let us accept that 'one S&OP size does not fit all' and explore an alternative approach to leveraging effective S&OP in some FMCG businesses. An approach that improves and enhances what is already present, builds upon the operational positives, could be the best way forward. Keeping it simple may be the  most cost effective and successful route to success.

Some common key deficiencies:

1. Data, information. Obtaining the information required for the S&OP monthly cycle is not always as easy as it could or should be. In a perfect world, the ERP system would provide all the necessary data but in many cases the IT holds the information but is not configured to provide it in a format that promotes actionable decisions. As a result, numerous standalone XL spreadsheets spring up with the inherent risk of keying errors and version inaccuracies.

A 'Lite' approach? Define the basic S&OP data requirement, its sources and procedures for information gathering. Develop departmental process alignment (i.e., consistency of approach to the same planning element). Rationalise the standalone spread sheets into a concise set of IT tools that are simple by design. In parallel, explore low-cost enhancements to the ERP system to support a gradual transition to one reliable data source, removing the need for manual workarounds.

2. Meetings. Commonly these are too long, badly organised, poorly attended and sometimes cancelled without good reason. Frequently, you will see different and junior employees representing each department as managers delegate responsibility at the last minute. Consequently, too much time is spent reviewing and discussing information presented at the meeting rather than discussing the exceptions and opportunities presented in the pre-circulated reports.

A 'Lite' approach? Implement a simplified meeting structure and define a small number of required inputs and outputs for each step of the cycle. Assign a respected S&OP leader to control the meetings including duration, discussion points, minutes and action follow up. Develop a meeting calendar with a one year rolling time horizon and ensure that the CEO/GM has an active role in the process and attends the key meetings.

3. The process. A flexible and occasionally optional process is usually hard copy intensive with reports printed out for each team member at every meeting. Desk-tops, folders and filing cabinets gradually bulge with the monthly addition of printed paper. The investment in the company ERP is not fully realised.

A 'Lite' approach? Establish a shared file on the internal company network for the organised storage of S&OP materials. During the meetings use a PC and projector to display the relevant information to the group and avoid the constant rustle of paper. Ensure version control and limit access to the files to the people who really need to view the information. Ideally S&OP would benefit from a dedicated meeting room equipped with network connections for each session attendee. Planners can now operate from laptops rather than reams of paper. Meetings gradually become paperless with all information being received and entered on the network in real time.

If your business is faltering as you prevaricate on implementing a fully functioning S&OP, just adopting these 3 'Lite' approaches will get the ball rolling in the right direction

Help, I need somebody!

Help is readily available. If you have any S&OP, Supply Chain or Route to Market problems (or opportunities) you would like to discuss, then please reach out to Enchange.com via telephone, email or live chat.