Executive Management’s Role in the S&OP Process


What is Executive Management’s Role in the S&OP Process? First of all, the Executive Manager is part of the Roles and Responsibilities of S&OP. The Executive Management is tasked with making sure the Corporation meets its strategic objectives. S&OP provides a structured, disciplined approach. It also allows the daily execution of business decision making and tasks in a way that supports strategic objectives. 

Reporting Relationships That Support S&OP Cross-Functional Collaboration 

Executive Managers (EM) need to be savvy about creating job descriptions that include a requirement for cross-functional cooperation and support.

In order to ensure the efficiency of the S&OP process, EM can create an organizational chart that facilitates nurturing multi-functional relationships. It also ensures that the S&OP process is fully supported throughout the entire organization. 

S&OP Uses a Single Source of Data That Provides Unbiased Performance Analysis

For each division in a company, Executive Management’s role in the S&OP process includes developing critical performance objectives, balancing the needs of multiple departments, and analyzing performance. Obtaining an “apples to apples” comparison can be difficult unless each department uses one data’s source and a common terminology. Adopting a structured S&OP process ensures the organization will have standardized performance reports that promote organizational transparency. Furthermore, this is a much easier process. Rather than having the EM team try to integrate disparate reports from each division at the end of reporting periods; they already have a cohesive performance analysis. 

The S&OP Plan Helps Eliminate Causes of Underperformance  

Plan deviations will occur. Sometimes a department may not meet their performance targets. The S&OP plan provides transparency regarding performance metrics. Each month the organization will be able to assess the root causes for underperformance. In addition, it will develop preventative actions to eliminate recurrence of the same problem.  

The S&OP Plan Provides Enhanced Organizational Accountability 

At its heart, a successful S&OP plan proactively gets all team members working together. Moreover, working collectively will help them achieve a common set of goals. If underperformance occurs, cross-functional teams will have a common framework to assess where any breakdowns may have happened. On at least a monthly basis, they’ll have a chance to come together and assess how to make corrective actions. As a result, it will improve collective performance relative to the S&OP plan. This has the dual benefit of helping the organization achieve its goals and also improving working relationships among multi-functional teams.  

The S&OP Plan Helps Executive Management Make Resource Allocation Decisions   

Managing corporate growth requires an astute use of corporate resources. Determining how much money to invest in new product development, capital improvements and personnel training are just a few of the decisions that Executive Management must make. The performance clarity provided by the S&OP plan removes ambiguity regarding performance targets.

Finally, the regular sharing of market intelligence by Sales and Marketing personnel facilitates Executive Management’s role in the S&OP process and provides a strong glimpse into the competitive landscape. Collectively, this unbiased information can help Executive Managers make savvy decisions that will increase corporate profitability. 

On the same topic:

Sales & Marketing Leader’s Role in the S&OP Process

Supply Planning and Master Scheduling

The Role of Sales Personnel in the S&OP Process

Ariel Weil
Ariel oversees all aspects of QAD DynaSys. He is responsible for shaping its vision, strategic direction, and steering the company’s global research and development efforts as well as operations and market expansion. After the acquisition of DynaSys by QAD Inc, Ariel has been named President of QAD DynaSys. He is very active within several charitable and educational associations. He has been married 32 years and has nine children and grand-children.