Powering your S&OP and S&OE

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The fast-paced world demands agile supply chains capable of anticipating and responding to changes swiftly. To meet expectations of reliability, synchronized planning and execution across functions and time are essential. Sales and Operations Planning (S&OP) and Sales and Operations Execution (S&OE) facilitate this synchronization, enabling proactive decision-making in the face of complexity and volatility.

S&OP + S&OE = Synchronisation = Agility + Resilience

S&OP enables cross-functional collaboration between departments such as sales, marketing, operations, finance, and supply chain to develop common goals and objectives. By aligning these goals with customer demand, inventory, production capacity, and other resources, S&OP creates a plan that ensures that the supply chain activities are synchronised with the business strategy.

S&OE, on the other hand, focuses on the day-to-day execution of the S&OP plan. It monitors and adjusts operational activities in real time based on changes in demand or supply to ensure that the plan is executed effectively. S&OE helps synchronise supply chain activities in the short term, ensuring that the business can respond quickly to disruptions or changes.

From a Supply Planning perspective, there are a few interconnected objectives that organizations set for their S&OP and S&OE processes:

Increased supply chain resilience

Provide insights for effective decision making around demand satisfaction, supply risks and threats to plan, stock investment and cost management.

Maximise production throughout

Synchronise transition from S&OP to S&OE by effecting a smooth hand off from Group-level planning in S&OP to SKU-level planning in S&OE.

Agile supply chain planning

Answer what-if questions quickly and banish “I’ll get back to you on that one” from the lexicon. Go beyond being just directionally correct to well thought out.

Reduce waste

Deliver a reliable baseline supply plan, incorporating as much detail, facts and documented judgement as possible. This serves as the common foundation from which everyone and all downstream processes operate.

Reduce waste

Enhance organisational trust and collaboration by working with the right people on the right issues in a timely manner, operating off a common set of data and assumptions.

Empowering planners and decision makers

At Replan, we pride ourselves on delivering a supply chain planning solution designed to streamline complex production planning and minimise reliance on spreadsheets.

Wrapped inside a fast, intuitive UI, we deliver cutting-edge AI modelling and optimisation capabilities to transform and scale production planning. We empower supply chain planners to anticipate and respond to disruption with greater intelligence and agility. Intelligent algorithms supercharge the delivery of one continuous plan across planning horizons, taking IBP and S&OP processes to new levels of clarity and efficiency. Fast scenario modelling enables manufacturers to confidently create streamlined, dynamic production sequences in minutes.

In other words, we enable world-class S&OP and S&OE.

Here’s how your teams can use Replan to deliver on your S&OP and S&OE process objectives

Deliver a reliable baseline supply plan

PLANNERS & SCHEDULERS

  • Maintain digital model (data) of production operations such as NPI/NPD, capacity, shift patterns, run-rate, yield, raw material and parts data, including in-transit shipments
  • Review proposed plan output by Replan’s automated planning, starting with overall KPIs
  • Change inputs when necessary, capacity, and re-run the planning algorithms

SUPPLY-SIDE EXECUTIVES

  • Approve proposed plan output by Replan’s automated planning, starting with overall KPIs
  • Monitor planning process speed and planner efficiency

Provide insights for effective decision making

PLANNERS & SCHEDULERS

  • Drill into proposed plan with dedicated, easy-to-use system screens for capacity, inventory and availability
  • Identify and understand problem hotspots
  • Snag pertinent screens and create succinct documents to highlight issues where decisions are needed

SUPPLY-SIDE EXECUTIVES

  • Inspect provided research and documentation on problem hotspots and proposed decisions
  • Approve overall plan while understanding the tradeoffs being made
  • Approve specific decisions in a timely manner

Synchronise transition from S&OP to S&OE

PLANNERS & SCHEDULERS

  • Validate proposed Group-to-SKU volume and constraints adherence
  • Monitor plan versus execution on a weekly or daily basis.
  • Re-run or adjust plan as often a needed

SUPPLY-SIDE EXECUTIVES

  • Monitor the effects of the transition from S&OP to S&OE
  • Approve SKU-level granular plans for execution

Answer “what-if” questions quickly

PLANNERS & SCHEDULERS

  • Create scenarios by modifying any and all data in a separate instance
  • Run scenarios independently without reliance on IT support or other team members
  • Perform side-by-side impact analysis to answer “what if…” questions

SUPPLY-SIDE EXECUTIVES

  • Understand the impact of complex “what if…” questions on business KPIs (e.g. where to make CapEx allocation to maximise availability)
  • Review results of scenario analysis
  • Stretch goal: Create, run and analyse scenarios

Enhance organisational trust and collaboration

PLANNERS & SCHEDULERS

  • Eliminate individual or personal spreadsheets
  • Enable everyone to operate off the same set of data, visible assumptions and processes
  • Communicate and collaborate with the right stakeholders, at the right time working on the right information

SUPPLY-SIDE EXECUTIVES

  • Measure and monitor performance to KPIs
  • Create and administer policies that enhance transparency and accountability

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