SIOP & Tactical Planning
For industrial companies where sales, production and procurement each work to their own numbers. Build one agreed tactical plan that connects demand, capacity, inventory and financial targets over a 12–24 month horizon.
Book a callTypical client challenges
- Sales, production and procurement optimise against different numbers, so shortages and excess stock appear at the same time.
- Forecast accuracy is discussed but not improved, and plans are changed inside lead times.
- The tactical plan does not reach far enough ahead to steer capacity, inventory and purchasing decisions.
Engagement scope
What the engagement can cover
Demand planning and forecast accuracy
Combine statistical forecasting with commercial insight in a structured demand planning process. Improve forecast accuracy to reduce stock-outs and excess inventory.
One agreed plan
Design or relaunch the SIOP cycle so sales, production, procurement and finance commit to a single plan. Define the meeting cadence, decision rights and escalation paths.
Inventory and service alignment
Connect the tactical plan to stocking policies and service targets. Align service and inventory decisions with a reliable 12–24 month outlook.
KPIs and planning systems
Define a compact KPI framework that links the plan to financial results. Set process-led requirements for APS, ERP or SIOP tools before selecting technology.
How we work
Diagnose → Design → Deliver
Diagnose
Map the current planning cycle, forecast quality and decision forums. Establish where plans diverge and why.
Design
Design the future SIOP process, roles and calendar with your team. Agree the KPI framework and system requirements.
Deliver
Support the first planning cycles, coach planners and leaders, and adjust the design until the routine holds.
Objectives and measurement
A shared baseline. Clear ownership.
Judge the planning process by its business effects: forecast accuracy, plan stability and the connection between the tactical plan and financial results.
- Forecast accuracy and bias
- Plan adherence and schedule stability
- Inventory and service against targets
- Horizon coverage of capacity and purchasing decisions
Who it is for
Typically engaged by
- COO
- Planning lead
- CFO
Example deliverables
- SIOP process design and calendar
- Demand planning routine
- Planning KPI framework
- System requirements
- Meeting and decision structure
Personally led
Niko Hietala
Every engagement is led personally by Niko, Menestio’s Founder & Managing Partner. He brings over 20 years in industrial supply chain, sourcing and operations in Europe and China, including his role as Senior Vice President, Supply Chain at Stora Enso Packaging Materials.
About NikoLet’s talk about your supply chain.
niko.hietala@menestio.comRelated services