Proactive planning, retaining capacity to act

Customer-specific variant diversity, major demand fluctuations and ever shorter product life cycles – all compounded by increasing delivery deadline and cost pressures. The result is high inventory levels along the entire supply chain. Unreliable sales forecasts from Sales and utilisation oriented planning from Production aggravate this phenomenon. Declining profit margins are the outcome. Using the integrated approach to Sales & Operations Planning, these challenges can be faced successfully.


  • S&OP process design
    Market-oriented alignment of planning processes including the phase-in and phase-out of products. Coordinated and consolidate demand and supply planning. Integration of key customers and suppliers. Linking of strategic and operational planning.
  • S&OP planning groups
    Developing best planning structures and groups, oriented towards potential bottleneck resources within the company. Sensible level of detailing for the big-picture perspective.
  • S&OP planning teams
    Setting up and coaching interdisciplinary planning teams. Establishing decision-oriented team meetings. Active support of the necessary change process.
  • Differentiated planning
    Designing different planning and disposition models. Differentiated planning on the basis of ABC/XYZ consumption behaviour. Focus on the essentials.
  • PPS Production planning and control
    Establishing and refining focused rough and detailed planning and controls models and systems.
  • Planning tools
    Conception, evaluation and implementation support of process-oriented planning tools, ranging from sales & operations planning through to electronic scheduling board with simulation options.

Supply Chain Modell von STAUFEN.INOVA


Jürg Zangerl

+41 44 786 33 11

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