TABLE OF CONTENTS A robust S&OP process is evidenced by a few indicators. In this appendix the abbreviated short list is shared for audit purposes. The checklist is divided into three categories:
Process This is the check on the process itself. Robust process can be repeated with reasonably predictable results. In the case of the S&OP, given the deliverables expected, the check is to make sure the process is designed to focus on the correct areas.
Management systems for accountability and sustainability Having the right process is good. Being able to maintain that process over time is even better. High-performance organizations have management systems in place that facilitate accountability. In the case of the S&OP, it happens every month within certain parameters. The demand review is a supporting process that happens weekly in most organizations.
Measurements for results and performance The test for robust process, ultimately, is the resulting performance. In high-performance organizations, measures are the lifeblood a window into company health.
The S&OP review happens every month at a predictable time and place.
Top management consistently participates in the process monthly.
The top manager of the facility leads the review (CEO, president, plant manager, etc.).
The spreadsheets are circulated to the process owners at least three days prior to the S&OP review.
The agenda is as follows:
Review last 30 days performance including the performance accuracy percentage.
Business plan
Demand plan
Operations plan
Review next 30, 60, 90 days for...
