Checklist S&OP


Management at the helm

Some companies have a well-developed sales & operations planning (S&OP) process as a safeguard for structured decision-making.

Those companies take an integral view of supply and demand, including the financial impact of mediumterm risks. The managers of such companies make results-based decisions and are truly at the helm. Supply Chain Media and consultancy firm Involvation have developed this checklist to provide insight into the added value and the potential of your current S&OP process.


The added value of S&OP varies from one company to another. For one company the added value will lie in avoiding running below capacity and in reducing inventory while for another it will be the controlled scaling up of new products and services, but it always revolves around being able to anticipate and adapt the chain to developments in a timely and integral manner in order to achieve the strategic objectives.


S&OP is an integral process, which means the active involvement of Finance, Sales, Product Management, Production, Purchasing, etc. To what extent does everyone within the company regard the S&OP process as the platform for looking ahead and making decisions?

S&OP fosters clear and unambiguous communication and this strengthens teamwork. However, there must be consensus within the organisation about definitions and the right source of information for important reports.

Answer the 10 questions below to gain insight into the current added value and the potential of S&OP for your company.


Download: Checklist S&OP