1. Challenge Overview

Lack of Integration Between Markets

Local teams worked in silos: 

  • Each local team had its own planning practices. 
  • Global coordination was limited, affecting long-term decisions.

No Common S&OP Process

Processes were inconsistent: 

  • Without a shared cycle or format, planning sessions were inconsistent and hard to compare. 
  • Teams struggled to assess the impact of changes across functions and regions. 

Low Stakeholder Engagement

Engagement was too low: 

  • Key stakeholders weren’t actively involved or challenged during the process. 
  • Critical insights were often missed or raised too late.

2. Solution

Rolling S&OP Process Design

  • Designed a planning cycle that connects local and global planning inputs.
  • Included sub-processes for inventory, demand planning, and constraint management.

Stakeholder Simulations

  • Ran hands-on sessions to test the process using real data and mock decisions.
  • Used scenario cards and “what-if” prompts to trigger cross-functional discussions.

Critical Questioning Phase

  • Introduced a step to actively challenge assumptions from sales, production, and finance.
  • Helped reveal misalignments early in the cycle.

3. Results

Clear S&OP Framework

A structured monthly cycle with aligned inputs from sales, production, and finance.

Improved Decision Making

Teams now evaluate trade-offs earlier, reducing last-minute firefighting.

Stronger Engagement

Stakeholders better understand the S&OP process and their role in shaping it.