Key Topics in S&OP

4. Please check the top 2 items you'd like to improve about your S&OP process.

• Executive sponsorship and support
• Participation
• The S&OP design
• Technology support
• Content of the meetings

• Meeting effectiveness/efficiency
• S&OP understanding in your organization
• KPI use and results
• Underlying planning processes
• More strategic topics

5. Which function sponsors your S&OP process?

• CEO/General Manager
• Supply Chain
• Operations
• Finance

• Sales/Marketing
• Engineering
• IT
• Other

6. What level is the sponsor?

• CXO/General Manager
• EVP/SVP/VP
• Director
• Manager
• Other

7. Does your S&OP process have a Portfolio Review as part of the regular cycle?

• Yes - always
• Yes - occasionally
• No

8. What do you include in your Portfolio Review meetings? (Choose all that apply)

• New product demand
• Promotions
• New product introductions
• Advertising strategies
• New product sales
• Product revenue (all products)
• Product profitability (all products)

• Pricing
• Product phase-out
• Portfolio review
• New product distribution
• Obsolete inventory
• Product management KPIs
• Other

9. What strategic topics do you discuss in S&OP? (Likely Executive S&OP, but choose if addressed in any of the S&OP component meetings, and choose as many as apply)

• 5 Forces/SWOT analysis
• The strategic plan (especially changes)
• Market dynamics
• Mergers, acquistions, JVs, divestitures
• External communications
• Channel strategy
• Capital structure
• Capital investment/deployment
• Pricing
• Margin management

• Market entry
• Market share
• Product positioning/strategy
• Customer alliances
• Customer segmentation
• Alignment of service levels to customer segments
• Allocation decisons
• Promotions
• Production strategy (e.g. Make vs. buy, asset network, MTO vs. MTS, seasonality)
• Supplier strategy/contracts

• Temporary modes of operation to manage transitions
• Manpower requirements
• Distribution network/strategy
• Disaster recovery/contingency
• Regulatory issues
• Sustainability/environmental
• Suppy chain transparency
• Other Please enter an 'other' value for this selection.

10. To what degree have you integrated financial planning with S&OP?

• Fully - Fully involved and common plan
• Somewhat - Finance participates, but separate plan
• Not integrated - Finance not involved

11. To what degree have you integrated the budgeting process with S&OP?

• Fully - The S&OP plan is the basis for the budget
• Somewhat - The S&OP plan is an input
• Not integrated - The budget is a separate exercise

12. What operational metrics have improved? (Choose all that apply)

• On-time-in-full
• Forecast error
• Inventory turns
• Customer satisfaction related
• New product sales
• Supply performance related
• Product development/intro related

• Quality related
• Distribution related
• Planning cycle time
• None
• Not measuring/linking to S&OP
• Other Please enter an 'other' value for this selection.

13. What financial metrics have improved? (Choose all that apply)

• Inventory
• Sales
• Margins
• Material
• Production
• Distribution

• Organization
• Return on Capital
• None
• Not measuring/linking to S&OP
• Other Please enter an 'other' value for this selection.

14. What less tangible items have improved? (Choose all that apply)

• Teamwork
• Communication
• Common plan/One number
• Access to data and information
• Accountability
• Leadership
• Underlying process capability

• Organization
• Decision making
• Less fire-fighting
• Morale
• Can't attribute anything to S&OP
• Other Please enter an 'other' value for this selection.

15. On average what % improvement in performance would you attribute to S&OP?

• 0 - 10%
• 11 - 20%
• 21 - 30%

• > 30%
• none/negligible
• not sure/not measuring

16. Which IT systems/tools do you use to support S&OP? (Choose all that apply)

• Spreadsheets
• ERP (not a data warehouse)
• Data warehouse
• EPM/Business Analytics system
• Reporting tool
• S&OP/Best-of-Breed system
• Other Please enter an 'other' value for this selection.

17. What capabilities do your S&OP systems/tools have? (Choose all that apply)

• Assemble data from various systems
• Prepare S&OP reports/graphs
• Identify exceptions for S&OP meetings
• Use for supply chain planning
• Monetization of volume plans
• Work flow

• Provide alternate views/roll-ups
• Scenario analysis
• Profitability maximization
• KPI scorecards
• Other Please enter an 'other' value for this selection.

18. Are you fully utilizing existing tools or need new tools?

• Need to better utilize existing tools
• Need new tools
• Need new tools and better use existing
• Our tools are sufficient
• Not sure

19. How would you rate the maturity of your S&OP process?

• Not really S&OP - I filled this out based on our informal process
• Basic - We have a structured process we use to balance supply and demand
• Functional - Basic PLUS Finance is integrated and we work to a single rolling plan
• Maturing - Functional PLUS scenarios and outcomes are managed through S&OP, and we are seeing some KPI improvement
• Leading - Maturing PLUS S&OP is the key executive decision platform (i.e. you checked one or more boxes on the strategic question), and your process is supported by proactive scenario management using analytical tools to manage profitability