Introduction

S&OP Maturity Quick Scan

What’s your S&OP maturity level?

Answer sixteen short statements and see straight away where your S&OP planning stands, with a radar, an interpretation and your logical next step.

16questions
4sections
±5minutes

The scan runs through four sections: Process, Technology, People and Content. Each section opens with a short explanation.

Section 1 of 4

Process

The next four questions are about your process: the cadence, the ownership, the cross-functional integration and your response to disruption.

The six levels on this axis

L1Reactive
L2Functional
L3Structured S&OP
L4Collaborative IBP
L5Orchestrated
L6Ecosystem

→ Swipe for all levels

Process · question 1 of 16

Planning cadence

How often do you run and update a formal planning cycle?

Pick two dots per row: orange for where you are now, green for your target.

NowTarget
L1No formal updates — planning happens reactively as soon as something goes wrong
L2Annually or quarterly — planning on a fixed calendar, not driven by events in the business
L3Structured monthly S&OP with pre-meetings per domain and a formal executive review
L4Monthly IBP cycle across demand, supply, capacity and finance with a 24–36 month horizon
L5Continuous AI-supported replanning alongside the rolling IBP — executive leadership approves AI proposals
L6Continuous chain-wide replanning — suppliers and customers sit inside the planning cycle

Process · question 2 of 16

Demand-supply alignment

How do you align demand and supply across your organisation?

NowTarget
L1No structured process — demand and supply work separately on their own numbers
L2Basic demand-supply matching — alignment happens manually when conflicts arise
L3S&OP process in place — one consensus demand number drives a constrained monthly supply plan
L4Integrated planning — demand, supply, capacity and P&L are driven by a single plan
L5Fully synchronised IBP — external signals integrate automatically, alignment is near-continuous
L6Full chain synchronisation — customers, suppliers and partners plan together in real time

Process · question 3 of 16

Cross-functional integration

How well are the different business functions integrated into your planning process?

NowTarget
L1Completely siloed — functions plan separately and only share results at the monthly reporting
L2Partially aligned — functions consult occasionally, but plans are reconciled manually
L3Structured cross-functional S&OP — demand review, supply review and executive review are owned
L4Full IBP integration — commercial, supply, capacity, finance and HR plan together
L5AI-supported integration — driver chains connect all functions automatically
L6Chain-wide integration — planning reaches across company boundaries into suppliers and customers

Process · question 4 of 16

Response to disruption

How does your organisation respond to supply chain disruption or unexpected demand shifts?

NowTarget
L1Ad-hoc reactions — every disruption is handled separately, without a structured response process
L2Manual adjustments — planners override forecasts and expedite orders reactively
L3Predefined contingency plans — standard responses and trigger criteria per type of disruption
L4Scenario-driven response — pre-agreed scenarios and decision triggers steer the handling
L5AI-supported real-time scenario execution — agents put response options to executive leadership
L6Autonomous absorption of disruption — the supply chain replans without manual intervention

Section 2 of 4

Technology

The next four questions are about your technology: your planning platform, data and ERP integration, scenarios and AI.

The six levels on this axis

L1Spreadsheet
L2First tool
L3Integrated SCP
L4AI-augmented
L5AI-native
L6Autonomous ecosystem

→ Swipe for all levels

Technology · question 5 of 16

Planning platform

What is your main planning tool and how powerful is it?

NowTarget
L1Excel and email — planning lives in shared spreadsheets with no central model
L2Standalone CPM or basic APS tool — a dedicated tool, but largely disconnected from ERP
L3Modern integrated SCP platform (e.g. Anaplan, o9, Kinaxis, i-Plan, Slim4, Pigment)
L4Modern SCP with an actively used AI copilot — predictive demand, auto-narrative, NLQ
L5AI-native planning platform — agents plan and continuously propose decisions
L6Chain-wide AI decision mesh — connected to customers and suppliers in real time

Technology · question 6 of 16

ERP and data integration

How well does data flow from your ERP and operational systems into your planning tool?

NowTarget
L1Manual exports — someone downloads and pastes data every planning cycle
L2Scheduled batch imports — nightly or weekly, one-way out of ERP
L3API-connected — actuals flow in automatically and near real-time from ERP and WMS
L4Full operational mesh — ERP, WMS, MES, TMS and CRM all integrated bidirectionally
L5Autonomous connectors — agents read and write event-driven to every operational system
L6Chain-wide real-time feeds — supplier and customer operational data integrated at the source

Technology · question 7 of 16

Scenario and what-if capability

How well can your technology build, run and manage planning scenarios?

NowTarget
L1No scenario capability — what-if means copying a spreadsheet and changing numbers by hand
L2Basic what-if — manual, takes days, results are rarely saved or reused
L3Scenario library in the platform — scenarios are fully fledged and reusable each cycle
L4Instant multi-scenario modelling — parallel scenarios with full financial impact in real time
L5AI-generated scenario variants — the platform creates options, the planner selects and approves
L6Autonomous chain scenarios — disruption scenarios span the entire supply chain

Technology · question 8 of 16

AI and predictive analytics

How do AI and advanced analytics support your planning and decision-making today?

NowTarget
L1No AI — only basic formulas, pivot tables and manual calculations
L2Basic statistical forecasting or trend projections within a single function
L3Statistical demand forecasting with anomaly detection in the planning platform
L4AI copilot: auto-narrative on variances, predictive demand drivers, NLQ for executive leadership
L5Planning agents: propose decisions, explain trade-offs, simulate alternatives, trigger actions
L6Chain agents: sustainability and cross-company decisions are modelled autonomously

Section 3 of 4

People

The next four questions are about your people: roles, executive involvement, the bridge between Finance and Operations, and culture.

The six levels on this axis

L1No planning function
L2Emerging
L3Capable
L4Planning CoE
L5Planning architects
L6Market leader

→ Swipe for all levels

People · question 9 of 16

Planning function and roles

How clear and structured is your dedicated planning function?

NowTarget
L1No dedicated planning function — planning is done by whoever has time, alongside other work
L2A few planning roles, but narrow, junior and siloed within one function
L3Dedicated S&OP team — process owner, demand manager and supply planner assigned and mandated
L4Planning Centre of Excellence with Business Partners in sales, ops and finance
L5Planning architects who govern the AI models and lead the function strategically
L6Leading planning function — we set the standard others benchmark against

People · question 10 of 16

Executive involvement

How involved and active is your executive leadership in the planning process?

NowTarget
L1Minimal involvement — planning is seen as an operational task below executive attention
L2Reviews only — leadership assesses S&OP output but does not steer or own the decisions
L3Active participation — an executive sponsor owns the cycle and attends the monthly management review
L4Actively steers planning — CEO and CFO take decisions in the IBP forum as their primary steering instrument
L5Anchored in strategy — IBP sits within board governance and the strategic cycle
L6Planning as competitive strategy — board commitment, planning is a market differentiator

People · question 11 of 16

Bridge between Finance and Operations

How well does Finance work with Supply Chain and Operations in planning?

NowTarget
L1Works separately — Finance and operations plan apart, and only reconcile at period close
L2Reviews supply chain plans — Finance looks on afterwards but co-owns nothing
L3Involved in S&OP — Finance participates monthly, margin and cash are reviewed together
L4Fully integrated — Finance co-owns the volume plan, P&L and cash flow follow from operations
L5One team — Finance and planning operate as one, the rolling financial forecast updates itself
L6Finance governs the AI mesh — financial guardrails are built into the autonomous planning agents

People · question 12 of 16

Planning culture

How would you describe your planning culture and cross-functional accountability?

NowTarget
L1Blame culture — each function protects its own forecast and points at others when things go wrong
L2Strained collaboration — functions work together when they have to, disagreements linger
L3Consensus culture — one number owned monthly, forecast accuracy is reviewed and followed up
L4Cross-functional accountability — the P&L impact of planning decisions is visible to all functions
L5Planning as a differentiator — talent is actively drawn to the planning function
L6Benchmark in the sector — competitors and peers study and copy this planning culture

Section 4 of 4

Content

The next four questions are about your content: scenarios, external factors, your driver library and data quality.

The six levels on this axis

L1Ungoverned
L2Emerging
L3Structured
L4Controlled
L5AI-ready
L6Ecosystem

→ Swipe for all levels

Content · question 13 of 16

Scenario library and assumptions

How mature is your scenario library and how well are planning assumptions owned?

NowTarget
L1None — what-if is entirely ad hoc, no scenarios saved, documented or reused
L2Basic budget scenarios — base/upside/downside exist, but are not maintained or versioned
L3Reusable scenario library — actively maintained, standard scenarios used consistently every cycle
L4Governed scenario content — scenario owners assigned, historical accuracy tracked and fed back
L5AI-generated scenarios — the platform creates variants from assumption libraries, the planner approves
L6Chain scenarios — sustainability, regulatory and cross-company disruption scenarios are integrated

Content · question 14 of 16

Inclusion of external factors

How well do you factor in external drivers (macro, market, geopolitics, weather, commodities)?

NowTarget
L1Not included — planning relies on internal historical data only
L2Occasional awareness — external developments come up in meetings but are not formally integrated
L3Structurally included — key external drivers are a fixed input into the demand review
L4Real-time external data feeds — commodity prices, market indices and leading indicators update automatically
L5AI-driven causal modelling — external factors as predictive drivers, continuously updated automatically
L6Chain-wide integration — cross-company governance on external factors, shared market data pools

Content · question 15 of 16

Driver library and assumptions

How clearly defined, documented and governed is your driver library?

NowTarget
L1No driver library — assumptions undocumented, forecast overrides not recorded or explained
L2Informal list — drivers are known, but not formally owned, versioned or governed
L3Domain-owned driver library — every driver has an owner, a definition and a verified data source
L4Cross-functional driver chains — internal and external drivers linked in a governed assumption library
L5AI-predicted drivers — generated automatically from signals, the planner validates rather than creates
L6Sector-shared driver pools — market-level drivers used across company boundaries

Content · question 16 of 16

Data quality

How would you describe the quality of the data feeding your planning cycle?

NowTarget
L1Weak — every cycle starts with a data reconciliation meeting before planning can begin
L2Improving — clean-up routines for core SKUs and top customers, but exceptions are frequent
L3Monitored — a data quality KPI is measured, exceptions are flagged before the cycle
L4Gated — the planning cycle does not start if data quality drops below a fixed threshold
L5AI-governed — anomaly detection catches quality issues before they reach the planner
L6Chain-wide governance — supplier and customer data quality contractually secured and monitored

Final step

Where shall we send your result?

You get your maturity report on screen straight away, and by email.

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