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SKILL.md
S&OP Meeting Prep Skill
An S&OP meeting that reviews numbers but decides nothing just delayed the miss by a month. This skill prepares the readout so the meeting spends its time on the three decisions only that room can make — not on re-litigating the forecast. Everything else goes in the pre-read, gaps are quantified in units and money, and every open gap arrives with priced scenario levers.
What This Skill Produces
A demand vs. supply gap table by product family and month
Scenario levers for each material gap (expedite / build-ahead / allocate / demand-shape) with cost and consequence
A projected inventory position (units, value, days/weeks of supply) under the recommended plan
The three decisions the meeting must make, each framed with options and a recommendation
A pre-read package with what to absorb before the meeting vs. what will be decided in it
Required Inputs
Ask for these if not provided:
Planning horizon & buckets — typically months 1–18, decisions concentrated in months 1–3
Demand plan — consensus forecast by family, plus notable changes since last cycle
Supply plan — capacity, committed material, known constraints (lines, labor, supplier allocations)
Inventory position — current on-hand, in-transit, and targets by family
Carry-overs — decisions or actions from last cycle and their status
Financial context — revenue plan the volumes must support; standard margins if trade-off math is needed
From a thin brief, build the structure with the numbers marked [to confirm] — a skeleton the planner fills beats a refusal.
Gap & Decision Framework
Gap table discipline — for each family × month: demand, supply, gap (units and %), and gap valued at revenue at risk. Classify each gap:
Gap size
Class
Treatment
Within ±5%
Noise
Note it; no meeting time
5–15%
Manageable
Lever proposed in pre-read; meeting ratifies
>15% or any strategic account short
Escalation
A named decision on the agenda
Scenario levers — price every option, never present a bare gap:
Expedite — premium freight / overtime: cost per unit recovered, margin erosion
Build-ahead — pull production into soft months: inventory carrying cost, obsolescence exposure if demand slips
Allocate — who gets shorted, by name: revenue and relationship consequence per customer tier
The three-decisions rule — the agenda names at most three decisions, each stated as a question with options A/B, the cost of each, and a recommendation. If there are more than three, the smaller ones move to the pre-read as "ratify unless objection." A decision without a recommendation is analysis, not an agenda item.
Pre-read discipline — issued 48 hours ahead; contains all data, gap analysis, and lever costing; the meeting assumes it was read. First slide of the meeting is the decision list, not the demand review.
Output Format
S&OP Readout: [cycle / month]
1. Cycle summary — plan vs. last cycle in three sentences; biggest change since last month.
2. Carry-over actions — last cycle's decisions: done / at risk / missed, with owner.
3. Demand vs. supply gap table — Family | Month | Demand | Supply | Gap (units / % / $) | Class | Proposed lever.
4. Scenario levers — per escalation-class gap: options with cost, consequence, and decision deadline ("expedite window closes [date]").
5. Inventory projection — by family: closing inventory under the recommended plan vs. target, flagged where projection exceeds target by >20% or falls below safety stock.
