Food and beverage supply chains have been tested in recent years. From unpredictable demand during the pandemic to changing consumer priorities to ongoing global and local disruptions – geopolitical shifts, raw materials shortages, extreme weather, sailing constraints, inflation, and US tariffs – what used to be one-off exceptions are now regular struggles.
With this ever-changing background, surely how we are used to planning and responding must evolve. S&OP is no longer just a monthly planning cycle; it’s a key enabler of business agility, resilience and smart decision-making. It brings supply, commercial and finance teams around the same table, with the hope the strategy will be aligned to new priorities, not just KPIs results as numbers.
Balancing supply and demand is the theory behind any S&OP. But in real life, it is a much more complex process. A strong S&OP will bring clarity in disruptive environments, helping the team members involved weigh cost, service and growth. It will show the real picture of the business, highlighting every angle needed to make decisions faster and with confidence.
S&OP is no longer just about balancing supply and demand. It is a mindset that enables smarter decisions by connecting people, priorities, and purpose to build resilience and deliver lasting value across the supply chain
In my role at Symrise leading the Planning side of the S&OP process in Oceania, I’ve seen first-hand how essential this alignment is. Whether dealing with capacity constraints, changing business needs in the short term or dealing with the mentioned supply chain disruptions affecting lead times, the collaboration and data flow between every part involved makes the most significant difference. It’s not just about getting the KPI within the target; it’s about getting everyone on the same page and knowing how to balance the results from every angle.
I strongly believe that forecasting is the most powerful tool in our organization. From the forecast of raw materials to semi-finished goods to FMCG, the numbers we decide will be the future we predict for our business. The approach has to change until it creates a realistic view of the future that supports proactive planning—and healthy sales, of course.
The key is not only focusing on data but to going out to the market and getting those real-world inputs that make a difference. I used to work as a customer forecasting manager in a big FMCG corporation, and we even had to understand significant increases in motorcycle sales in a specific region to increase our forecast on laundry detergent as people would get more dirt on their clothes. This type of real-world input is the key to having an accurate forecast, even if this accuracy is not reflected in a KPI but is visible to the human eye as a business enabler.
S&OP will show every other angle this forecast will affect, and this is why it is so important. When teams see how their input affects inventory, purchasing, or production, they become more engaged and understand more. Forecast accuracy matters, but alignment across the business matters more.
Collaboration makes it work, as S&OP will only work when people talk – and listen. One of the most valuable things I’ve experienced in this role is how much better decisions are when they’re made together.
I have often faced situations where the commercial team flagged a potential demand spike, but supply was tight, and raw materials were delayed. For a couple of years, my best approach has been bringing everyone to the room—planning, sales, finance, production—to manage expectations from every angle and share the responsibility of making it work as a team. Looking at scenarios together always leads to a more balanced plan and, more importantly, stronger team trust. This is key to making the organization grow.
The future of S&OP in F&B is about more than just being agile—it’s about being smarter and more connected. Digital tools such as data analytics, AI and scenario modeling should be essential support, not to replace human decision-making but to provide the foundation for these decisions.
Sustainability is also becoming a bigger part of the planning conversation—and it should be. More than ever, businesses are being asked to think beyond short-term targets and consider their impact on people, communities, and the planet. What’s exciting is that S&OP offers a space to bring these priorities into the decision-making process early, not as an afterthought.
We often discuss trade-offs in S&OP—cost vs. service, inventory vs. flexibility—but what if we included environmental and social impact in those conversations, too? It’s absolutely possible. We can look at sourcing choices through a sustainability lens, challenge overproduction habits, and prioritize suppliers aligned with our values.
S&OP creates the structure to plan with purpose and profit in mind. And from what I’ve seen, the most forward-thinking teams are already doing this—not because it’s trendy, but because it’s becoming essential for long-term resilience. S&OP must be a mindset, not just a meeting.
