S&OP SIOP IBP Maturity Stages

1. https://www.beckwaygroup.com/
1
2) Speculative
Demand / Supply Units
4) Collaborative
Cost Optimization
5) Integrated
Aligned Foresight
• Internal Attributes: Strategic Objectives, People,
Processes & Tech within organization’s control
- Strategic Objectives: Extent the organization's
strategic objectives incorporated within the
S&OP/SIOP/IBP processes
- Internal People: Formal leadership & cross-
functional training required
- Internal Processes: Bad processes corrupts
data & progress organization's advancements
- Internal Tech: Single cross-functional reporting
from the system of record is critical
• External Attributes: Large influences on
organization’s business, but outside its control
- External Process: Incorporation of data
sources within the planning & decisions
- External Tech: Advanced analytics &
connectivity with external data sources
• Stage Progression: Length of time to move
between stages for each element is unique
- Stages 1 & 2: Hardest to Get the Cross-
Functional Flywheel Moving Due to Disarray
- Stages 3 - 5: Alignment with Demonstrated
Financial Benefits Gets Engagement
Momentum
S&OP/SIOP/ IBP - Maturity Stage Progress
Strategic
Objectives
People
Processes
Technology
Processes
Technology
Maturity
Stages
Created by:
Steven Hainey, CPF, CPSM, CPIM, C.P.M., MCIPS Ver 3.2
Purposeful. Practical. Principled.
Key Takeaways:
Blame
Game
Frequently Hear
They & Their
Move to How We
Achieve Our Goals
Strategic
Alignment on How
No Formal
Meetings or KPIs
CYA Meetings
& KPIs Begin
Common Plans,
Goals & KPIs
Focus on Future
Vision Activities
Minimal
Data & Reports
Siloed Hindsight
Variance Reports
Forward & What
If Tools Introduced
Predictive & ML
Automation
No Inclusion of
External Elements
Occasional High
Level Interactions
Formal Connectivity
for Key Factors
Cooperative
Future Planning
External Data is
Not Utilized
Minimal Data
Being Shared
Automated
Data Collection
Unstructured
Predictive & AI
S&OP / SIOP:
Shorter Term Demand / Supply Unit Balancing
IBP with Control Tower/S&OE:
Linked Strategic Planning with S&OE
Not
Incorporate
High Level
Discussions
Incorporated
within the Process
Critical Driver of the
Entire Processes
4 Critical
Cornerstones
3) Emerging
Transition Period
S&OP / SIOP to IBP
Units to Strategic Plans
Strategy Plans
Introduced to Process
How Can We Do
This Together?
How Do We Align
Our Processes?
1) Reactive
Demand / Supply Units
Can We Actually Unify
Our Reports & KPIs?
Regular
Interactions
Manual
Exchanges