Question Title * 1. How do you approach S&OP within your company to ensure supply matches demand? The supply process is reactive to demand. We have a decentralized approach to match supply and demand. We have a non-formal but centralized approach to match supply and demand. We have a centralized approach to match supply and demand and we collaborate with our upstream and downstream suppliers based on this approach. We steer demand creation in collaboration with our upstream and downstream partners, allowing us to create maximum value. Question Title * 2. What KPIs are you using to support your S&OP process? We do not use KPIs in our S&OP process. We have KPIs and evaluate them after each S&OP cycle. We actively use KPIs that are aligned between departments to evaluate the S&OP process. KPIs are supported company-wide and drive S&OP and alignment. KPIs allow us to orchestrate our departments to work at maximum efficiency. Question Title * 3. Who is informed about the final S&OP plan for the coming period? It is unclear who is informed about the S&OP process. Several S&OP plans exist in different departments of the organization. There is a single S&OP plan which is known at relevant departments. All relevant stakeholders in the organization align through the creation of the S&OP plan. All relevant stakeholders in the organization align and evaluate performance based on the S&OP plan. Question Title * 4. What is your S&OP plan horizon? 3 months 3-6 months 6-12 months 12 months+ Question Title * 5. What data is used to drive the S&OP plan? Our S&OP is driven by confirmed orders. The S&OP plan is driven by expected and confirmed orders. S&OP is driven by the balance of costs, expected orders and confirmed orders. Our S&OP plan is margin-driven and is run with scenario-specific data. Our S&OP plan maximizes profit while accounting for different KPI trade-offs. Question Title * 6. How does your company perform on delivery reliability? We struggle to deliver with the promised reliability. We are able to foresee struggles to deliver products as promised. We are able to foresee occasional struggles in delivery and are often able to take action. We have few struggles to deliver as promised. If there are struggles, we are able to adapt. We do not struggle to deliver products as promised. Question Title * 7. Do you use the S&OP process to make decisions when you produce products with capacity restrictions? We do not discuss capacity restrictions during the S&OP cycle. We can identify capacity issues and can perform limited damage control. Capacity planning is aligned with demand. Therefore, we can respond quickly to capacity restrictions. Capacity planning is aligned with demand and we use capacity restrictions to maximize margins. We use capacity restrictions to maximize margins while including our strategic long term goals. Question Title * 8. Does your S&OP process include scenario analysis? We do not evaluate scenarios. Our planning is mainly reactive. We use the forecast to support the right decisions. We use scenario analysis to support decision making. Scenario analysis is a standard and integrated part of our S&OP. We use tools to support risk-value trade-offs, price and cost optimization and are capable of multi-variable simulation (“what-if” planning). Question Title * 9. Type your email to see your score and get instant feedback. We will use your email in accordance with our privacy policy and will not share your email outside of AIMMS and ORTEC. See your results