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1. Meetings and collaboration - Step 1 of 7

1.1 What is the frequency of S&OP meetings? *

We do not have meetings on S&OP
We schedule our meetings ad hoc, mainly when there is a supply chain issue
There is usually one meeting per month and it is planned more or less a month in advance
Meetings take place on a monthly basis and there are planned several months in advance
We have meetings for the full S&OP cycle during the month and they are planned for the full year ahead

1.2 What is the degree of formalization of the S&OP meetings? *

The S&OP process is not formalized. No documentation of how the process is run is made and/ or agreed
We've at least an agreed one pager of our S&OP process
The overall S&OP process is described and mainly based on best practices from text books
The processes and roles are described in a document. The S&OP process is developed to the needs and dynamics of the organization
We have a fully formulized planning process: it's clearly documented for each function and department how to take place in the S&OP process and this documentation is used for training and on-boarding purposes as well

1.3 How is the interaction between members of the S&OP process? *

Almost no interaction between departments about S&OP. We don't make decisions in the S&OP cycle
Some interaction between departments. Main interaction between sales and demand planning. Maybe some interaction with production. Still no decision making in the S&OP process
There is interaction between most of the departments. There is some alignment but not always clear decision making. There is an interaction with production to find alignment on capacity vs demand
Cross functional interaction of all departments and clear, structured decision making
Cross functional interaction and clear, structured decision making. We see that all business decisions are being made during S&OP

2.1 What is the level of cross-functional involvement in planning within your organization? *

Business functions (sales, finance, marketing, demand planning, production) make their own planning
We share information between demand planning and sales to create the demand plan. Demand figures are communicated to supply (production) but there is no feedback
There is integration of planning between demand planning, sales and production. We also review the demand plan to improve and align (demand vs capacity) cross functional (sales/ demand planning/ supply)
Besides sales, demand planning and supply also marketing (new product (ranges) or finance (financial planning) play an important role
Strong level of involvement of all departments, and the S&OP process also supports the (long term) integrated business planning (strategy creation)

2.2 Who is the owner of the S&OP process? *

There is no clear and/ or consistent owner of the S&OP process
Supply chain (demand planning) is the informal owner of the process. The role of other departments not clear
Supply chain (planning) is owner of the process. Other departments have clearly defined roles how to support the process
There is a dedicated S&OP team who is process owner and involves people from each department. Each role is clearly defined
The S&OP process has a dedicated process owner who leads the S&OP process. The role of each department involved is clearly defined and ownership is truly felt by each one involved

2.3 What is the level of involvement of the management team? *

The management team is not involved
Some management involvement from at least the supply chain manager/ director
Moderate management involvement. At least sales & supply chain managers/ directors support the S&OP process
Great involvement and executive sponsorship. At least three people from Management Team (MT) are actively joining the meetings and conversations. Results are also discussed at MT/ Board level
Great involvement and executive sponsorship from all MT/ Board members shown by meeting presence. They strive for continuous improvement and make business decisions in the S&OP process

3.1 Which demand planning functionalities are in place? *

We don't do S&OP so we also do not have any tools - or we use a simple excel sheet for demand planning
We have an isolated demand forecasting system for manual sales forecast entry (no forecasting support)
We have an isolated demand forecasting system that supports the user with a statistical forecast and segmentation to improve the forecast
We have an demand forecasting system that supports the user with a statistical forecast and segmentation to improve the forecast, which is connected to the ERP (historic sales transactions)
We have an demand forecasting system that supports the user with a statistical forecast and segmentation to improve the forecast, and it is fully integrated in the application landscape: the ERP, supply planning, inventory, etc.

3.2 Which planning tools do you use for supply (production)? *

We don't do S&OP so we also do not have any tools - or we use a simple excel sheet for production planning
We have a production planning tool in place to plan on weekly basis what we need to produce (Master Production Schedule or "MPS")
We have a production planning tool in place to plan on weekly basis what we need to produce (MPS) and to check for capacity constraints (Rough Cut Capacity Plan or "RCCP")
We have a production planning tool in place to plan on weekly basis what we need to produce (MPS) and to check for capacity constraints (RCCP) and optimize the planning sequence (Scheduling)
We have a production planning tool in place that is integrated with the demand planning and ERP, to plan on weekly basis what we need to produce (MPS) and to check for capacity constraints (RCCP) and Scheduling

3.3 System support of the S&OP process *

We do not have an integrated planning platform that allows us to collaborate.
We work together in multiple spreadsheets that we store on a shared drive
We have multiple spreadsheets on a shared drive and next to that we keep track of the tasks in a separate sheet or tool
We have an integrated system in place (S&OP) that we also use to allocate tasks
We have an integrated system in place (S&OP) that we also use to allocate tasks, communicate, report and support the meetings. The use of Excel and PowerPoint is minimized to exceptions

4.1 With which horizon do you forecast the demand? *

We do not plan the demand or we plan with an horizon up to roughly 1 month based on customer orders
We forecast short term (1-2 months)
We forecast short term and partly mid term (3-12 months) but we notice most meetings concern short term discussions only
Clear focus on both short and mid term. We've separated meetings to discuss both horizons
Short, mid and long term (>12 months) are discussed frequently. We segmented meetings and people for each planning horizon

4.2 With which horizon do you forecast the supply (production)? *

We do not plan production or we plan with an horizon up to roughly 1 month based on customer orders
We forecast short term (1-2 months)
We forecast short term and partly mid term (3-12 months) but we notice most meetings concern short term discussions only
Clear focus on both short and mid term. We've separated meetings to discuss both horizons
Short, mid and long term (>12 months) are discussed frequently. We segmented meetings and participants for certain planning horizons

4.3 How is scenario planning involved in the S&OP process? *

We do not discuss alternatives other than the single plan
We make one plan, but during meetings we do speak about possible exceptions and what to do in case and exception might occur
We manually calculate 1 or 2 alternative scenarios compared the the baseline plan and we discuss the impact
We have a system in place to calculate several scenarios and run optimizations (with a solver)
We have a system in place to calculate several scenarios and run optimizations (with a solver) and we also include external information such as customer forecasts or supplier data or other

5.1 Which KPIs are used to measure the performance? *

We do not have KPIs in place
We calculate 1-2 KPIs ad hoc. Definitions of the metrics are unclear and can change from time to time
We use customer service level (CSL/ OTIF), forecast accuracy, forecast bias, inventory KPIs and production capacity KPIs. Definitions are clear
We have customer service level (CSL/ OTIF), forecast accuracy and bias, production capacity (OEE), inventory and 1 or 2 financial KPIs. Definitions are clear
We have customer service level (CSL/ OTIF), forecast accuracy and bias, production capacity (OEE), inventory and 1 or 2 financial KPIs. Definitions are clear and they are also integrated in our business strategy and broadly accepted

5.2 To which extent are KPIs tracked? *

We do not have KPIs in place
We sometimes review KPIs but not on weekly or monthly basis. It's mainly ad hoc and issue based
We report and discuss KPIs at least once per month
We report and discuss the relevant KPIs at least once per week (and monthly KPIs per month)
We review our KPIs on monthly/weekly and (the relevant ones) sometimes on daily basis. In case of underperformance, clear actions are defined within the S&OP cycle

6.1 What is your average customer service level of the past 6 months? (Customer service level = % orders/ volume delivered on the confirmed date) *

Lower than 85 %
Between 85% and 90%
Between 90% and 99%
Between 99% and 99.5%
Above 99.5%

6.2 What is the Demand Forecast Accuracy level of the past 6 months? *

Lower than 30%
Between 30% and 50%
Between 50% and 60%
Between 60% and 75%
Above 75%

6.3 What is the Demand Forecast Bias level of the past 6 months? *

Above 20% (positive or negative)
Between 15% and 20% (positive or negative)
Between 10% and 15% (positive or negative)
Between 5% and 10% (positive or negative)
Below 5% (positive or negative)

Result

Thank you for filling out the S&OP Questionnaire. This questionnaire is based on a sample of our full maturity scan and can serve as a general assessment of where your company stands in terms of S&OP development. Since there are no company or industry specific questions and the answers are also generalized, the below outcomes should be taken as a general direction. We still hope you’ll find it useful to read. In case of questions, comments or feedback, please do reach out to us at info@4supplychain.com

Topic

Score

Overall:

1. Meetings and collaboration

2. Organization & People

3. Systems

4. Demand- and supply plan

5. KPI management

6. Current performance

Overall score below 25

If you have scored overall less than 20, your company is in a very early stage of S&OP development and there is currently not yet much organized. This stage is mostly referred to as “no S&OP” and you will be in the “Laggards” category.

The first steps to take are in the awareness and coalition building to determine if S&OP would be something that your company needs and wants to develop and is willing to put resources behind. Once this step is done, an initial project team could be formed and some early stage processes could be set-up (such as basic demand forecasting by a newly appointed demand planner).

Read more on our S&OP Development framework here and a client case here

Overall score between 25 and 50

If you have scored overall between 25 and 50, your company is beyond the first steps into S&OP development and basic features will be in place. This stage is mostly referred to as “Reactive” (Gartner), “Rudimentary” or (a bit more positive) “Average”.

Further steps could be to formalize processes (increased discipline, preparation, and presence), strengthen the team (hire specialized planners), increase IT-support (stronger tooling), probably with specialized tools for parts of the process (rather than an integrated S&OP-suite).

In this phase it is also important to keep your awareness and change management in place, as initiated in the first stages (<25.)

Most probably you have some basic KPIs in place (Service Level/ On-Time-In-Full, Inventory and/ or Forecast Accuracy) and they can be used to assess the current performance and improvement potential.

Read more on our S&OP Development framework here and a client case here

Overall score between 50 and 75

A score between 50 and 75 means that the set-up of the S&OP process is quite mature. This stage is referred to as “Consistent” or “Integrated”. It means that you have quite a stable process, a professional and well-developed team, the various planning processes are solid and connected and end-to-end decision making becomes easier. Other planning functions (annual budget, and possibly marketing plans) are (partly) based on or driven by the S&OP process. Your company is certainly more mature than average.

Next steps could be to advance in systems and move to an integrated IT-environment, if not already done. This will be a significant step with impact on the organization. You can (start to) experiment with more advanced planning algorithms and optimization logic. Adjacent processes, such as product portfolio management, new product introductions and production scheduling can also be taken more into the scope. And this is a phase where not only the volumes will be planned, but also the value and margin. This will increase the impact of the S&OP process. The set of KPIs will be extended and more integrated in the performance measurement of more functions besides Supply Chain, such as Sales.

Read more on our S&OP Development framework here and a client case here

Overall score above 75

If your company scores above 75, it means the S&OP processes and organization are among the leaders. Your meeting structure, team, IT, and all other aspects are mature. In the earlier stage, you have started to experiment with more advanced planning algorithms and optimization logic, and this standard practice. Your company is probably supporting the further development of new technology and processes.

Read more on our S&OP Development framework here and a client case here

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Survey

Result

Topic

Score

Overall:

Overall score below 25

Overall score between 25 and 50

Overall score between 50 and 75

Overall score above 75

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