Can you afford to work without S&OP/IBP?

Why S&OP / IBP?

Sales and Operations planning (S&OP) is considered as being the key means to execute corporate strategy. A successful S&OP process aligns an organisation strategically to execute tactically.  Senior executives meet on regular basis to review  projections for demand, supply and financial impact. A good S&OP or sometime called Integrated Business planning (IBP) process can add between 3-5% of Annual sales, reduce inventories upto 15% and product launch commercialisation by 20%. So big benefits if executed flawlessly.  The key benefit/objective of S&OP process is to deliver both the customer service expectations and business financial targets every year.

But the road to S&OP excellence is often hampered by complexity. For instance, data acquisition and analysis or process governance may be difficult to achieve resulting in the process becoming hard to achieve.

“IBP is a set of decision-making processes to balance demand and supply, to integrate financial planning and operational planning, and to link high level strategic plans with day-to-day operations.”


Demand Uncertainty

Many new products, services and channels.



Supply Chains getting longer and weaker.



Competitive Market place.



Strategic Plans

The S&OP/IBP journey

The journey towards S&OP excellence starts by realising outstanding results do not appear overnight: they require time and persistence. At the start of the journey there are several potential obstacles including limited technology enablers, lack of governance, rigid functional silos, lack of shared performance measures, and… Every company goes through this process:

Stage 1: React

Imbalances in demand and supply lead to reactive mode of working resulting in short term focus and very likely higher costs, imbalances in inventory and missed sales. Meetings tend to focus on sales review.

Stage 2: Anticipate

Recognition to balance demand and supply by supply chain organisation to improve business performance. Formal structures established to manage demand and supply. Key performance metrics on Customer service, Inventory are implemented.

Stage 3: Integrate

Increasing involvement from business such as Sales, Marketing, Finance and Operations assessing demand and supply changes as well as financial impact. Business processes are connected and significant issues/opportunities reviewed and actions taken.

Stage 4: Collaborate

Focus on profitability emerges in the meetings – particularly the financial impact of any decisions. A number of scenarios are developed and one is recommended to optimise the business plans to the leadership team. The S&OP process is now truly Integrated business planning process.

Stage 5: Orchestrate

Business ownership at multiple levels with strong participation from executives and finance. Collaboration extends to include customers and suppliers. Process becomes balanced, dynamic and event driven. Tools support risk-value trade-offs and price optimization.

S&OP building blocks

In this context, EyeOn has introduced 12 building blocks that compress the path for companies towards achieving game changing benefits by following step by step approach to S&OP Process.

Timely decisions

Regular process

One number plan


Focus enrichment

Event planning

Robust supply

Optimize inventory

Collaborative behavior

Fit-for-use tools

Planning skills


EyeOn Support

To support organisations going through S&OP/IBP process, we have S&OP tool kit which has

  1. White Papers on S&OP/IBP
  2. S&OP/IBP Benchmarking evaluations
  3. Case Studies on excellent improvements

Contact our experts

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