TABLE OF CONTENTS Without roles being properly understood and staffed, it is difficult to bring consistency to this important process called the S&OP. Probably no more important role exists than the top manager of the facility. In the case of smaller companies, this might be the president or CEO, and in larger organizations, this role can be populated by plant managers, the COO, a division GM, or, of course, the president or CEO. In this chapter the specific roles are outlined, with emphasis on not only the expectation of responsibility but also S&OP behavioral traits that pay back results quicker. Since there are some obvious differences between small companies and larger ones in terms of roles, the first review covers the needs and roles of larger companies.
There can be a few variations in participation and roles depending on the organizational structure and size of the business in question. Two views are used as examples in this template, the first being a larger multiplant environment. The example typical of smaller businesses follows. These views are meant as guidelines only and food for thought. It would be impossible to dictate the organizational requirements for S&OP for every company in one book. Nonetheless, these guidelines will be close and will establish a foundation that most companies can find useful.
In a larger organization often product managers are responsible for overall-product success, including factors such as the creation of demand, product cost, and overall profitability.
