A set of 3 simple charts which outlines ownership of the various components of the S&OP (Sales & Operations Planning) business process, including Demand Planning.

1. 1
Demand Planning / S&OP Ownership
Cross Functional Alignment
Functional Role Business Role S&OP Role Communication
General Manager Strategic Direction Owns the Overall Owns Monthly S&OP
Process – The Process Meeting; Consulted
Owner Daily/Weekly as
Needed (Exception)
Demand Translates Strategy into Owns the Demand Daily, Weekly
> Sales Demand Generation; Forecast; Accountable Interaction with Supply
> Marketing Dem Planning Reports for Excess Inventory & Finance; Owns
to a Demand Leader; Generated by a Monthly Demand
Unconstrained Demand Forecast Miss Component of S&OP
Supply Fulfillment of Owns the Fulfillment of Daily, Weekly
> Finished “Constrained Demand”, the” Constrained” Interaction with
> Raw Least Cost Demand Forecast at Demand & Finance;
Least Cost (Balancing Owns Monthly Supply
with Demand Planning) Component of S&OP
Finance Economic Oversight / Counsel, Input, Risk Provides P&L
Counsel Assessment, Pro- Proformas & Risk /
Formas of Future Opportunity
Forecasts Assessment
Jim Biel, Ph: 847.687.5379, E-Mail: bielconsulting@gmail.com, http://www.linkedin.com/in/jimbiel (October 23, 2011)

2. 2
Cross Functional Alignment / Effective
Communication – The S&OP Flow
Demand Finance GM
Generates Controls Monthly
Proformas, S&OP
Cost, Risk /
Ops Monthly; + Results
As Needed In + Metrics Review
Interim + Var to Bus Pl
+ Future Frcst
Utilize Demand
Supply Outputs as Basis
+ Assumptions
For Forecasts, + Bulk of Meeting:
Daily Annual Plans, Gaps, Opps in
Strategic Plans,
Weekly Add Risks / Opps / Future Frcst
Monthly Other Lifts /
Discount Factors
Balancing As Needed
+ Create Business Rules (Between Demand/Supply)
+ Forecast Time Fence: Rolling 12-24-36 Months
+ Functional Leads & Leader Participate in Monthly S&OP Review
Jim Biel, Ph: 847.687.5379, E-Mail: bielconsulting@gmail.com, http://www.linkedin.com/in/jimbiel (October 23, 2011)

3. 3
Accountability Systems For Internal Stakeholders
• Metrics – Common
– 5 Basic Metrics:
• Forecast Accuracy (Demand Owner)
• Perfect Orders (Cust Serv, Supply)
• Revenue (Units & Mix)
• Profitability (Mix, Margins, Costs)
• Inventory (Demand Owner + Supply Owner)
– Simple Scorecard
– Improvement From a Baseline
• Active Involvement By All Functions –
– Accountability & Roles / Responsibilities
• Daily
• Weekly
• Monthly (Decisions Made + Follow-Up Assigned)
• Transparency Through Dynamic
Communication Flow
Jim Biel, Ph: 847.687.5379, E-Mail: bielconsulting@gmail.com, http://www.linkedin.com/in/jimbiel (October 23, 2011)

4. 4
Professional Biography – Jim Biel
Phone: 847.687.5379, Chicago, IL
E-Mail: bielconsulting@gmail.com
LinkedIn Profile: http://www.linkedin.com/in/jimbiel
SlideShare Profile: http://www.slideshare.net/jimbiel
• Multi-Functional Experience, Concentrated in Consumer Product Goods (CPG)
Industry (Sara Lee, Unilever, Chiquita, Pepsi) – Retail & B-to-B
• Experience in Business Forecasting, Sales Operations & Planning, S&OP,
Sales Systems, ERP, CRM, Demand Planning, Business Information
Management, Supply Chain, Trade Promotion Management, IT, HR,
Training & Development, and Finance (Corporate FP&A & Public Accounting, CPA)
• Core understanding of multiple supply chains – frozen, fresh, cold, dry, liquid
• Independent Management Consulting for large and small entities
• Client Services position with a SaaS (software as a service) provider of trade
promotion software (Adesso Solutions)
• Practiced public accounting for 4+ years – McGladrey; Corporate Finance
Financial Planning & Analysis (FP&A) Roles
• Adept at integrating relevant business concepts and processes with enterprise-
wide systems, a strong business process understanding and acumen including
S&OP (boot strap and retrofit S&OP implementations).
– S&OP Writings Available Here: http://www.slideshare.net/jimbiel
Jim Biel, Ph: 847.687.5379, E-Mail: bielconsulting@gmail.com, http://www.linkedin.com/in/jimbiel (October 23, 2011)