Sales and operations planning

Precise operational planning (sales & operations planning) is a key lever for successfully controlling complex supply chain networks. It creates the foundation from which companies can respond quickly and effectively on the increasing volatility in procurement and sales markets, balancing supplies and needs and increasing overall performance. 

Sales & operations planning combines operational planning areas such as sales, production, and financial planning. As a company-wide, dynamic core process, operational planning is responsible for integrating different interests into transparent and cooperative decision-making. The coordination of processes in all participating departments, mapping onto a corresponding IT landscape (ERP system with necessary add-ons) and the creation of a valid forecast form the basis of sales & operations planning. The operational planning process is often burdened by systemic and procedural weaknesses, which are time consuming and expensive and can significantly reduce the clout of the company: 

  • Inefficient support IT systems and lack of integration with risk and financial management, as well as the participating suppliers 
  • Poor collaboration across national borders and between companies
  • High complexity of business processes, inconsistent measurement and opaque process landscapes 
  • Lack of central process monitoring during implementation and execution of the operational planning
  • Insufficient goal orientation and lack of support from top management
     

ROI supports companies in establishing an individual sales & operations planning: 

  • Determination of the S&OP maturity of an organisation based on different indicators and KPIs 
  • Optimisation and integration of relevant IT system landscape, as well as the communications and coordination processes
  • Ensuring a consistent and valid database as a basis for planning 
  • Balancing on-time delivery, optimisation of stock and productivity in the context of integrated planning processes
  • Reduction of stocks/working capital, increasing stock handling and reduction of waste
  • Reducing the time-to-market of new products 
  • Reducing complexity and increasing the accuracy of the budgeting process 
  • Improve machine availability and optimisation of machine utilisation 
  • Optimisation of the financial indicators by reducing operational and purchasing costs and reduction of risks