Increase S&OP planning cadence during COVID-19 and beyond

Consider Upping the Frequency of Your S&OP Planning Meetings to Get Ahead of the Crisis and Ready for Recovery

During what may be the most stressful time in the history of your business, improving inputs to S&OP planning processes—demand forecasts/needs, inventory allocations, internal capacities, and supplier capacities—won’t be easy. If you’re a middle-market manufacturer that’s running full out above capacity to meet demand, it’s time to consider increasing the frequency and intensity of your S&OP meeting process.

On the latest point of view from TBM’s Supply Chain leader, Brian Cromer, talks about how changing the cadence of conversations with operations and finance teams from monthly to weekly, or even daily, can help your organization be better prepared to:

Respond in real-time to actual demand instead of forecasts
Manage through uncertainties and keep the information as up-to-date as possible
Make strategic allocation decisions
Prepare for the recovery

Frequently Asked Questions

TBM recommended increasing S&OP cadence because traditional monthly planning cycles were too slow for the level of volatility introduced by COVID‑19. The article explains that rapid swings in demand, supply disruptions, and workforce uncertainty required faster decision‑making. More frequent S&OP reviews allowed leaders to respond to changes in near real time rather than reacting weeks after conditions had already shifted.

How does a more frequent S&OP cadence improve decision‑making in times of disruption?

A more frequent S&OP cadence improves decision‑making by shortening the feedback loop between what is happening in the business and how leaders respond. The article highlights that weekly or even daily reviews increase visibility into demand changes, inventory positions, and capacity constraints. This allows organizations to align cross‑functional decisions quickly and avoid compounding problems caused by outdated assumptions.

What capabilities are required to successfully increase S&OP cadence?

Successfully increasing S&OP cadence requires clear priorities, strong data visibility, and disciplined execution routines. The article emphasizes that faster meetings alone are not enough—organizations must simplify decision‑making, clarify ownership, and focus discussions on the most critical tradeoffs. When supported by strong management systems, a more frequent S&OP cadence enables faster alignment and more resilient performance during periods of extreme uncertainty.

Meet the Expert

Brian Cromer

Managing Director, Global Supply Chain PracticeEmail Brian

Brian Cromer is Managing Director of TBM’s Global Supply Chain practice where he helps clients to make operational improvements, reduce working capital and improve service levels while lowering the overall cost to serve.