A cycle with four meetings and one output.
A demand number the business agrees on, a supply plan that says what it cannot cover, and a decision about the gap. The cycle fails in the same place every time — the scenarios turn up as slides built after the last meeting, so the argument happens without them.
Demand · supply · reconciliation · executive Unconstrained, then constrained Scenarios in the room
Not to produce a pack — to settle these, each with an owner, a meeting and a date.
Superiora holds them as objects in your model, so what was decided last month is still readable this month.
01 · The consensus demand
Statistical baseline, sales overrides, market intelligence and the promo plan, argued to one figure per family. One number, not a sales number and a finance number that meet at year end.
02 · The constrained plan
The interesting decision in the whole cycle, and the one most often left implicit: which customers and products are served first, and what the rest is worth.
03 · The gap closure
The consensus plan rarely meets the number given to the board. The executive meeting decides what closes it — a promotion, a price move, extra capacity — or that the commitment changes.
04 · The rules of the cycle
Taken once and revisited rarely, but it decides whether the cycle can be run at all: eighteen months rolling at family level is a different process from six weeks at SKU level.
Typed out rather than pictured: the drivers that carry a demand number into a capacity problem.
The dimensions the cycle argues over, and the cubes each review reads.
Consensus demand = Statistical baseline + Sales override + Market intelligence + Promo uplift
Forecast value added = |Actual − Baseline| − |Actual − Consensus| — did the override help?
Constrained plan = MIN(Consensus demand, Capacity available) — allocated by the priority rule
Revenue at risk = (Consensus demand − Constrained plan) × Net price
Gap to commitment = Financial commitment − Constrained plan value
Closed by = Gap actions — each one owned, sized and dated
Actuals → forecast. The cycle rides the model’s own calendar: the switchover marks the last closed month, the horizon rolls forward one month each cycle, and the stages sit side by side so the distance between the baseline, the consensus and the constrained plan is a figure rather than an impression. Last cycle’s numbers stay where they were — a closed month refuses a rewrite — which is what makes forecast value added measurable at all.
Four screens, all the live product on our demo model — a beverage business, which is not the point.
A pack composed from saved views of a governed model, the starter model an S&OP process can open on, the demand review the cycle is argued over, and the saved action that branches a scenario.
The consensus and the allocation rule are not by-products of the pack: we model them first.
Strategy-driven planning, in S&OP: objects with an owner and a date, and the constrained plan, the revenue at risk and the gap derived underneath them.
We stand the decision model up on your own goals, data and KPIs, then build the plans and stress the scenarios underneath them. An hour to see it on your own numbers.
A form, or your mail client — both reach the founding team
