S&OP Meeting Agenda Template
A good S&OP meeting makes decisions; a bad one reviews numbers. This agenda template puts the pre-reads, timings, decision log and sign-offs in one document so the executive team spends its time on trade-offs between demand, supply and finance.
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S&OP Meeting Agenda Template
Executive S&OP Meeting Agenda
Company: Acme Precision Ltd Cycle: October 2026 Date: 2026-10-22 Duration: 90 minutes Planning horizon: 18 months Meeting owner: VP Operations Facilitator: S&OP Manager
Scope and attendees
Product families: Machined components, Cable assemblies, Control boards, Spares and service
Attendees: Sales, Marketing, Demand planning, Supply planning, Manufacturing, Procurement, Finance, Quality, Product management
Pre-reads (circulate 2 working days before)
1. Demand review summary: statistical baseline, overrides, consensus forecast and key assumptions. 2. Supply review summary: capacity versus plan, constraints, material risks, supplier issues. 3. Inventory and service report: coverage, excess and obsolete, fill rate, backlog. 4. Financial view: revenue and margin versus budget, with the cost of proposed scenarios. 5. Prior-meeting action log.
Agenda
| Time | Item | Lead | Output |
|---|---|---|---|
| 0:00 | Welcome, scope, actions from last cycle | S&OP Manager | Open actions confirmed |
| 0:10 | Performance review: forecast accuracy, bias, service, inventory | Demand planning | KPIs versus target |
| 0:25 | Demand plan: changes, risks and opportunities | Sales / Marketing | Approved consensus demand |
| 0:40 | Supply plan: capacity, materials, constraints | Operations / Procurement | Feasible supply plan, gaps listed |
| 0:55 | Financial reconciliation to budget | Finance | Gap to plan and scenarios |
| 1:05 | Decisions needed and scenarios | VP Operations | Decisions recorded with owners |
| 1:20 | Summary, actions and next cycle | S&OP Manager | Action log updated |
Decisions required this cycle
| # | Decision | Options | Owner | Due |
|---|---|---|---|---|
| 1 | ||||
| 2 | ||||
| 3 |
Risks and assumptions to confirm
Demand: new customers, lost customers, promotions, pricing changes, product transitions. Supply: capacity changes, shutdowns, long-lead materials, single-source parts, supplier performance. Finance: currency, cost changes, working capital targets. Product: launches, engineering changes, phase-outs.
Approvals
Adjust the times to your duration: a 60 minute meeting needs shorter blocks and a tighter pre-read. This is a starting structure. Many companies hold a separate demand review and supply review earlier in the month, so the executive meeting focuses on decisions rather than data.
Automate your S&OP pack from ERP data
Optional: we can look at your monthly S&OP data pulls and outline a read-only refresh of the KPI pages.
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How to use the template
Fill in the company, cycle, date, owner, facilitator and scope. Choose the duration and planning horizon, list the product families and attendees, then export to PDF or Word and send it with the pre-reads. The agenda lists the standard blocks: previous actions, performance, demand, supply, finance, decisions and summary. Edit the time offsets in the exported document if your meeting is shorter or longer. Keep the decision table blank and fill it live so the record is complete before people leave the room.
Where the meeting sits in the S&OP cycle
The executive meeting is the last step of a monthly cycle that usually runs: data gathering, demand review, supply review, pre-S&OP or reconciliation, then the executive meeting. Each earlier step resolves issues at its own level, so the executive session only sees decisions that need senior authority, such as capacity investment, inventory targets, product launches or scenarios that miss budget. Without those earlier steps the meeting turns into a status review and the real work is deferred.
- Demand review: sales, marketing and demand planning agree the consensus forecast.
- Supply review: operations and procurement test feasibility and constraints.
- Pre-S&OP: finance reconciles to budget and the options are framed.
- Executive meeting: decisions and accountabilities.
What good looks like
Pre-reads go out two working days before, with one page each. Every agenda item has an owner and an expected output. The same KPIs appear every month: forecast accuracy and bias, service level, inventory coverage, backlog and plan versus budget. Decisions are recorded with a name and a date. The previous cycle's actions are the first item next time, so nothing gets quietly dropped. The meeting ends on time, with a short summary read back by the facilitator.
Common mistakes
Running one meeting for demand, supply and finance in the same hour produces shallow reviews of each. Reviewing every SKU in the executive meeting wastes time; focus on families and exceptions. Letting sales and operations send delegates with no authority stalls decisions. And skipping the assumptions list means no one can later explain why the plan changed, which makes the next accuracy review impossible to learn from.
Frequently Asked Questions
How long should an executive S&OP meeting be?
Most run 60 to 120 minutes once a month, depending on the number of product families and open decisions. If it consistently overruns, move detail into the earlier demand and supply reviews and keep this meeting for decisions and scenarios.
Who should attend an S&OP meeting?
Leaders of sales, marketing, operations, procurement, finance and product management, plus the demand and supply planners and a facilitator. The meeting owner is usually the general manager or an operations or supply chain executive with authority to decide.
What pre-reads should be prepared?
A demand summary with assumptions, a supply and capacity summary, an inventory and service report, a financial reconciliation to budget, and the action log from the last meeting. Keep each to a page or two so people actually read them.
What is the difference between S&OP and IBP?
S&OP focuses on aligning demand, supply and inventory with a financial view. Integrated business planning extends this to product portfolio, strategy and full financial integration. In practice, many companies use the terms for similar monthly processes at different maturity.
If preparing the S&OP pack means pulling data from your ERP into slides every month, we can build a read-only extract that assembles the KPI pages from live data.
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