Integrating supply chain risk management activities into sales and operations planning

Kalla, Ch is ian; Sca a da, Luiz Felipe; Helling a h, Be nd
A icle — Published Ve sion
In eg a ing supply chain isk managemen ac i i ies in o
sales and ope a ions planning
Re iew o Manage ial Science
P o ided in Coope a ion wi h:
Sp inge Na u e
Sugges ed Ci a ion: Kalla, Ch is ian; Sca a da, Luiz Felipe; Helling a h, Be nd (2024) : In eg a ing
supply chain isk managemen ac i i ies in o sales and ope a ions planning, Re iew o Manage ial
Science, ISSN 1863-6691, Sp inge , Be lin, Heidelbe g, Vol. 19, Iss. 2, pp. 467-497,
h ps://doi.o g/10.1007/s11846-024-00756-y
This Ve sion is a ailable a :
h ps://hdl.handle.ne /10419/318867
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ORIGINAL PAPER
Re iew o Manage ial Science (2025) 19:467–497
h ps://doi.o g/10.1007/s11846-024-00756-y
Abs ac
Sales and ope a ions planning (S&OP) became a ele an manage ial opic o
academics and p ac i ione s wi h a g owing li e a u e body and implemen a ion
cases in he indus y. Howe e , S&OP has been analysed mos ly in s able en-
i onmen s, wi h ew implica ions o unce ain en i onmen s. Wi h he cu en
g owing p essu e o deal wi h unexpec ed changes in he business en i onmen ,
he in eg a ion wi h supply chain isk managemen (SCRM) ac i i ies has been
conside ed a p omising di ec ion o he nex S&OP gene a ion. Wi hin his
con ex , his pape aims o ad ance he heo e ical unde s anding o he in e -
ela ionship be ween S&OP and SCRM unde di e en con ex s and p o ide a
p ac ical guidance o adap ing S&OP in unce ain en i onmen s. This goal is
achie ed by combining li e a u e-based insigh s, ob ained h ough a igo ous
sys ema ic li e a u e e iew o 77 s udies om academic and g ey li e a u e,
wi h empi ical insigh s om in e iews wi h 15 indus y expe s. The esea ch
leads o a no el S&OP amewo k o dealing wi h unce ain en i onmen s. I
in eg a es SCRM ac i i ies in o S&OP, applying con ingency heo y as a heo-
e ical ounda ion o add ess he con ex -speci ic na u e o S&OP. Mo eo e ,
i emb aces a holis ic iew o S&OP om an in eg a ed people-p ocess-IT
pe spec i e, encompassing he in ol ed ac o s, he p ocess i sel and i s s eps,
and he adop ed in o ma ion sys ems. Addi ionally, esea ch indings e eal he
possibili y o an addi ional p ocess o cope be e wi h unce ain en i onmen s,
which can un in pa allel wi h he egula S&OP p ocess. I is cha ac e ised by
a highe planning equency and a lowe planning ho izon, esul ing in a close
linkage wi h ope a ional planning and execu ion.
Keywo ds Tac ical planning · Unce ain y · Con ingency heo y · S&OE
JEL Codes M1 (Business Adminis a ion: P oduc ion Managemen ) · D20
(P oduc ion and O ganiza ion: Gene al) · L2 (Fi m Objec i es, O ganiza ion, and
Beha io : O ganiza ion o P oduc ion)
Recei ed: 18 Augus 2023 / Accep ed: 10 Ma ch 2024 / Published online: 23 Ma ch 2024
© The Au ho (s) 2024
In eg a ing supply chain isk managemen ac i i ies in o
sales and ope a ions planning
Ch is ianKalla1· Luiz FelipeSca a da2· Be ndHelling a h3
Ex ended au ho in o ma ion a ailable on he las page o he a icle
1 3
C. Kalla e al.
1 In oduc ion
Sales and ope a ions planning (S&OP) is a ac ical supply chain planning p ac ice
wi h he aim o c ea ing a balance be ween cus ome ’s demand and i m’s supply
capabili ies (Thomé e al. 2012; Jonsson and Holms öm 2016). I add esses an
alignmen wi hin he i m, which can ul ima ely lead o imp o ed coo dina ion
along he supply chain. As such, i plays an “essen ial ole in ealizing supply
chain managemen ” (Tuomikangas and Kaipia 2014, p. 244). S&OP has ypi-
cally been conside ed a o ecas -d i en app oach (e.g., Kaipia e al. 2017; Bhalla
e al. 2022), o en elying on his o ical da a. As such, i can wo k well in s able
en i onmen s (Ch is ophe and Holweg 2017; Jonsson e al. 2021). Acco dingly,
S&OP can con ibu e o ealising a wide ange o ope a ions- ela ed, supply
chain- ela ed, and inance- ela ed bene i s (K eu e e al. 2022). Howe e , he
ealisa ion o hese bene i s is mo e di icul in unce ain en i onmen s, which
challenges i ms o adap hei S&OP (Jonsson e al. 2021).
Nowadays, he p essu e o S&OP adap a ions is ising due o a g owing
numbe o signi ican and unexpec ed changes in he business en i onmen , o
ins ance, e lec ed h ough he Co id-19 pandemic, he Russian wa in Uk aine,
o na u al ca as ophes like he se ies o i es ac oss Eu ope in 2021. Adap ing
S&OP by building in e aces and linkages o o he business p ac ices is consid-
e ed a p omising app oach o dealing wi h unce ain en i onmen s mo e e ec-
i ely (K is ensen and Jonsson 2018). Such a linkage should ex end S&OP’s
i m-in e nal iew and enable looking “beyond he company bo de s o mul iple
ie s o he supply chain […] i no he en i e y o he supply chain i sel , and
beyond” (Jonsson e al. 2021, p. 557). In hese ega ds, he in eg a ion o supply
chain isk managemen (SCRM) ac i i ies, i.e., isk iden i ica ion, assessmen ,
ea men , and moni o ing (Fan and S e enson 2018), in o S&OP has ecen ly
been sugges ed in he li e a u e (e.g., No oozi and Wikne 2017; K is ensen and
Jonsson 2018; Di eld e al. 2021; K eu e e al. 2022). While he e is consensus
in he li e a u e on his need, conc e e sugges ions on how o ealise his in eg a-
ion a e lacking. In ac , esea ch explici ly dealing wi h i as i s p ima y goal is
sca ce (Di eld e al. 2021). Many s udies, howe e , p o ide aluable implica-
ions ha a e ins ead associa ed wi h side indings. The e o e, he e is a need o
syn hesise hese knowledge agmen s o iden i y how o adap S&OP in unce -
ain en i onmen s h ough an in eg a ion o SCRM ac i i ies.
An S&OP adap a ion in his ega d comes along wi h wo main challenges.
Fi s , i does no ollow a ‘one- ule- i s-all’ app oach (Thomé e al. 2014; K is-
ensen and Jonsson 2018). Acco dingly, iewed h ough he lens o con ingency
heo y, ealising he in eg a ion o SCRM ac i i ies in o S&OP can be con ingen
upon con ex s (K is ensen and Jonsson 2018). Second, in es iga ing he adap a-
ion o he S&OP p ocess alone is no su icien . Ins ead, K eu e e al. (2021)
show ha when de eloping and implemen ing a con ex ualised S&OP, people,
e.g., he in ol ed ac o s, and in o ma ion echnology (IT), e.g., he used in o ma-
ion sys ems, mus also be conside ed due o hei s ong in e dependencies wi h
he p ocess. The e o e, by using con ingency heo y as a heo e ical ounda ion
and looking om a holis ic and in eg a ed people-p ocess-IT pe spec i e, his
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In eg a ing supply chain isk managemen ac i i ies in o sales and…
pape poses he ollowing esea ch ques ion: How can SCRM ac i i ies be in e-
g a ed in o S&OP?
In add essing his esea ch ques ion, he pape aims o ad ance he heo e ical
unde s anding o he in e ela ionship be ween S&OP and SCRM unde di e en
con ex s and p o ide p ac ical guidance o adap ing S&OP in unce ain en i on-
men s. To achie e his goal, he esea ch ollows a sequen ial wo-s ep app oach.
Fi s , a sys ema ic li e a u e e iew (SLR) is conduc ed o syn hesise he ag-
men ed indings a ailable on he opic, as Thomé e al. (2016a) sugges ed. The
syn hesised indings a e hen used as he basis o he empi ical esea ch s ep.
This second s ep consis s o in e iews wi h S&OP expe s om di e en sec-
o s, indus ies, and geog aphical a eas o complemen and ex end he li e a u e,
esul ing in p ac ical guidance o adap ing S&OP in unce ain en i onmen s.
The esea ch add esses he call o mo e explo a o y s udies by combining li e a-
u e-based insigh s wi h empi ical ones (K eu e e al. 2022), gene a ing a no el
S&OP amewo k o dealing wi h unce ain en i onmen s. The opic o in eg a -
ing S&OP wi h SCRM ac i i ies is in es iga ed, whose need is emphasised by
K is ensen and Jonsson (2018), Di eld e al. (2021), K eu e e al. (2022), and
Seeling e al. (2022). Fo his, S&OP is in ended o be adap ed om a con ex -
speci ic iew o ad ance he unde s anding o S&OP and con ingencies (K is-
ensen and Jonsson 2018; K eu e e al. 2021; Laa i e al. 2023). Fu he mo e,
he adap a ion is analysed om a people-p ocess-IT pe spec i e, as sugges ed by
Jonsson e al. (2021) and K eu e e al. (2021).
The emainde o his pape is s uc u ed as ollows: Sec ion wo p o ides
backg ound on S&OP and i s con ex -speci ic na u e, as well as on SCRM. The
me hodological app oaches conduc ed in he esea ch a e desc ibed in he hi d
sec ion. The li e a u e-based and empi ical indings and hei analysis a e hen
p esen ed in sec ion ou , leading o a no el S&OP amewo k, in oduced and
u he discussed in sec ion i e. The pape ends wi h a conclusion and o e s
limi a ions and p omising s eams o u u e esea ch.
2 Theo e ical backg ound
This sec ion in oduces S&OP and i s con ex -speci ic na u e, as well as SCRM as
a po en ial solu ion o dealing wi h unce ain en i onmen s in S&OP.
2.1 Sales and ope a ions planning
Since i s i s men ion mo e han h ee decades ago by Ling and Godda d (1988),
S&OP has e ol ed in o an eme ging p ac ice, e lec ed in bo h a g owing mana-
ge ial in e es and an inc easing numbe o scien i ic publica ions (K eu e e al.
2022). S&OP ul ils he ole o an “in eg a i e de ice” (Law ence and Lo sch
1967) by add essing bo h a ho izon al alignmen ac oss unc ional uni s and a
e ical alignmen ac oss hie a chical le els h ough b idging be ween s a egy
and ope a ional ac i i ies (Thomé e al. 2012; K is ensen and Jonsson 2018).
I co e s a ac ical planning ho izon, usually anging om ou o 24 mon hs
1 3
469
C. Kalla e al.
(I e e al. 2015; K eu e e al. 2022), and is conduc ed mon hly wi h he o e all
objec i e o consolida ing single business plans in o one in eg a ed se (Cox and
Blacks one 2002).
The egula S&OP p ocess is usually applied in disc e e and p ocess manu ac-
u ing i ms (e.g., No oozi and Wikne 2017) and emb aces i e s eps. Acco ding
o Wallace and S ahl (2008), hese a e (1) da a ga he ing, in which all equi ed
his o ical da a is collec ed; (2) demand planning, in which demand-sided depa -
men s c ea e o ecas s and agg ega e hem in o a demand plan; (3) supply plan-
ning, in which ope a ions depa men s de elop a supply plan; (4) p e-mee ing, in
which ep esen a i es o all ele an depa men s mee o econcile he demand
and supply plans and o c ea e a p elimina y S&OP plan; and (5) execu i e mee -
ing, in which op managemen e iews he p elimina y S&OP plan and ei he
app o es o modi ies i . The S&OP p ocess ollows a o mal and hie a chical
s uc u e (Jonsson e al. 2021). Fo mal e e s o he se o i e s eps, which a e
conduc ed sequen ially and in line wi h a p e-de ined schedule. Hie a chical
means ha “highe le el plans cons i u e s able ames o he espec i e lowe -
le el plans” (Jonsson e al. 2021, p. 558).
Al hough he p ocess and i s s eps build he co e o S&OP, he addi ional
conside a ion o he in ol ed ac o s (people) and he used in o ma ion sys-
ems and hei unc ionali ies (IT) is essen ial o de eloping and implemen ing
S&OP (K is ensen and Jonsson 2018; Jonsson e al. 2021). A holis ic and in e-
g a ed people-p ocess-IT pe spec i e enables an e ec i e design and execu ion
o S&OP (K eu e e al. 2021). Fo ins ance, se e al s udies show ha using
sophis ica ed in o ma ion sys ems can enable mo e accu a e planning, suppo
decision-making, and sa e ime o mo e impo an S&OP- ela ed asks (I e
and Jonsson 2014; Taşkın e al. 2015; Danese e al. 2018; K eu e e al. 2021).
Di e en ypes o such sys ems can be used, such as simple sp eadshee s, En e -
p ise Resou ce Planning (ERP) sys ems, Ad anced Planning Scheduling (APS)
sys ems, o adi ional dashboa ds (e.g., I e and Jonsson 2014; Hul hén e al.
2016; G ay and Doughe y 2017). Howe e , as Jonsson e al. (2021) emphasise,
he ole o in o ma ion sys ems and hei unc ionali ies in S&OP will become
e en mo e impo an in he u u e. In his ega d, big da a and ad anced analy -
ics, a i icial in elligence, o machine lea ning can con ibu e posi i ely h ough
p o iding mo e in o ma ion (Jonsson e al. 2021; Schlegel e al. 2021; Xu e al.
2021).
Addi ionally, he c oss- unc ional se ing o S&OP also needs o be consid-
e ed. S&OP b ings oge he people om di e en “ hough wo lds” (Amb ose
and Ru he o d 2016, p. 24), whose plans and goals a e o en con adic o y (e.g.,
S en o e al. 2021). Regula S&OP ac o s o en men ioned in he li e a u e a e
ep esen a i es om he demand side (sales, ma ke ing), he supply side (ope a-
ions), inance, and op managemen (e.g., Amb ose e al. 2018; Seeling e al.
2022). Wi h less equency, ep esen a i es om o he depa men s, such as qual-
i y managemen , o ex e nal membe s om he supply chain, such as key cus-
ome s o supplie s can also play an impo an ole (K eu e e al. 2021). Based
on hese a o emen ioned s udies, an adap a ion h ough an in eg a ion o SCRM
ac i i ies in o S&OP equi es he conside a ion o all h ee dimensions (people,
1 3
470

In eg a ing supply chain isk managemen ac i i ies in o sales and…
p ocess, and IT). Figu e 1 o e s a iew on he egula S&OP om his in eg a ed
people-p ocess-IT pe spec i e.
An adap a ion on all h ee dimensions could be ope a ionalised di e en ly
due o he con ex -speci ic na u e o S&OP (K is ensen and Jonsson 2018). This
aligns wi h con ingency heo y s a ing ha achie ing o ganisa ional e ec i eness
equi es i ing o ganisa ion-speci ic cha ac e is ics o so-called con ingencies
(Donaldson 2001). T ans e ing his idea o he opic o his esea ch means ha
di e en S&OP adap a ions owa ds in eg a ing SCRM ac i i ies may be pos-
sible, depending on he con ingencies. S&OP li e a u e e eals se e al con in-
gencies, which a ec he design and he pe o mance o S&OP (K is ensen and
Jonsson 2018), such as he indus y (e.g., I e e al. 2015), he i m size (e.g.,
K eu e e al. 2021), o he manu ac u ing s a egy (e.g., Bhalla e al. 2022). Di -
eld e al. (2021) ha e al eady shown ha he in eg a ion o S&OP wi h SCRM
ac i i ies on he p ocess dimension can di e acco ding o he con ingency o he
i m’s aim o i s S&OP, which is why u he in es iga ions on o he con ingen-
cies a e highly p omising.
2.2 Supply chain isk managemen
Unce ain en i onmen s e e o si ua ions in which i ms ace unp edic able
changes in he business en i onmen (Wong and Boon-i 2008). When acing
unce ain y, he ou come o such a change canno be an icipa ed. I can esul in
posi i e (e.g., inc eased sales) o nega i e (e.g., s ock-ou s) ou comes wi hou
knowing whe he he ou come will e en ually be posi i e o nega i e (Siman-
gunsong e al. 2012; Thomé e al. 2016b; Pa k and Shapi a 2017). Unce ain y
is a d i e and an an eceden o a isk and is simul aneously a b oade concep
(Thomé e al. 2016b; Pa k and Shapi a 2017). Acco dingly, a isk eme ges om
unce ain y and is associa ed wi h nega i e consequences only (Simangunsong
e al. 2012; S eede i and Sa anga 2017; Ba yannis e al. 2019). In he con ex
o supply chains, i.e., he ocus o his pape , a supply chain isk en ails “any
isk o he in o ma ion, ma e ial and p oduc lows om o iginal supplie o he
deli e y o he inal p oduc o he end use ” (Jü ne e al. 2003, p. 200) and can
“ad e sely in luence any pa o a supply chain leading o ope a ional, ac ical, o
s a egic le el ailu es o i egula i ies” (Ho e al. 2015, p. 5035).
Fig. 1 Regula S&OP om a people-p ocess-IT pe spec i e
1 3
471
C. Kalla e al.
A adi ional isk managemen , which ocuses on gene al isks on he com-
pany le el, is no indi idualised o dealing wi h isks associa ed wi h he supply
chain, such as demand, p oduc ion, dis ibu ion, o supply isks (Jü ne 2005;
Fe ei a e al. 2018). Ins ead, an app oach needs o be in place, which ocuses
on supply chain isks speci ically. Due o many unexpec ed and highly impac ul
changes in supply chains in ecen yea s, SCRM has become a opic o g owing
popula i y and impo ance in his ega d (e.g., Wicaksana e al. 2022). While
SCRM has been de ined in di e en ways, he li e a u e sha es se e al common-
ali ies (Fe ei a e al. 2018), which can be combined in he de ini ion om Fan
and S e enson (2018, p. 210): “The iden i ica ion, assessmen , ea men , and
moni o ing o supply chain isks, wi h he aid o he in e nal implemen a ion o
ools, echniques, and s a egies and o ex e nal coo dina ion and collabo a ion
wi h supply chain membe s so as o educe ulne abili y and ensu e con inui y
coupled wi h p o i abili y, leading o compe i i e ad an age.”
Acco dingly, he ac i i ies o isk iden i ica ion, assessmen , ea men , and
moni o ing build he co e o managing supply chain isks. Risk iden i ica ion is
conside ed a undamen al s ep in SCRM (Fe ei a e al. 2018), as a p ope iden i-
ica ion is he basis o an e ec i e and e icien managemen o supply chain isks
(Fan and S e enson 2018). This ac i i y add esses he disco e y o all po en ial
supply chain isks and can be aided by ools and echniques, such as analy ical
hie a chy p ocess o alue s eam mapping (Gaudenzi and Bo ghesi 2006; Fan
and S e enson 2018). I is ollowed by a classi ica ion in o isk ype schemes
(Ho e al. 2015; Fan and S e enson 2018), such as he one de ined in Manuj and
Men ze (2008) (demand, supply, ope a ional, and o he isks). Risk assessmen
co e s an e alua ion o all iden i ied supply chain isks acco ding o hei p ob-
abili y and impac , enabling a p io i isa ion and anking o he mos impo an
supply chain isks (Tummala and Schoenhe 2011; Fe ei a e al. 2018). I can be
conduc ed ei he quali a i ely (e.g., h ough expe judgemen ) o quan i a i ely
(e.g., h ough scena ios) (Zsidisin e al. 2004; Tummala and Schoenhe 2011;
Fan and S e enson 2018). Risk ea men ela es o making decisions i and how
o deal wi h hose supply chain isks iden i ied and assessed. Acco ding o Fan
and S e enson (2018), i e di e en s a egies can be ollowed o ea ing sup-
ply chain isks: accep ance, a oidance, ans e , sha ing, and mi iga ion. Finally,
isk moni o ing e e s o he con inuous acking and e iewing o how supply
chain isks a e de eloping and i p e ious isk ea men decisions need o be
modi ied (Fan and S e enson 2018). I is conside ed he basis o implemen ing
co ec i e ac ions (Fe ei a e al. 2018), bu he e o e ypically equi es he use
o da a managemen and IT enabling, o ins ance, a e iew and analysis o key
pe o mance indica o s (Tummala and Schoenhe 2011). Figu e 2 displays he
ou SCRM ac i i ies, hei pu poses, and exempla y ools, echniques, and s a -
egies o conduc ing hem.
2.3 In eg a ing SCRM ac i i ies in o S&OP
The need o in eg a e S&OP wi h SCRM and i s ac i i ies has been emphasised
by esea che s in academic li e a u e (e.g., No oozi and Wikne 2017; K is ensen
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In eg a ing supply chain isk managemen ac i i ies in o sales and…
and Jonsson 2018; Di eld e al. 2021; K eu e e al. 2022) and by p ac i ione s in
g ey li e a u e (e.g., Schlegel 2015; Bowe 2018; Dunn 2019). Howe e , esea ch
is s ill sca ce on his opic (Kalla e al. 2023). Di eld e al. (2021) add ess i
h ough a mul iple case s udy. Thei esul s indica e ha he isk iden i ica ion
and isk ea men ac i i ies a e sui able o in eg a ing in o S&OP. Howe e , he
s udy ocuses on he p ocess indus y and dis inguishes be ween di e en aims
o S&OP, whe eas o he con ingencies a e also wo h in es iga ing. Addi ionally,
he in eg a ion is explo ed om a p ocess pe spec i e. Going beyond his pe spec-
i e owa ds a holis ic iew o S&OP emb acing he in ol ed ac o s (people) and
he used in o ma ion sys ems (IT) is s ill a esea ch gap in he li e a u e, open-
ing a enues o u u e esea ch. This in eg a ed people-p ocess-IT pe spec i e
o S&OP has been ecen ly called by K eu e e al. (2021). Consequen ly, his
pape builds up and ex ends he aluable wo k o Di eld e al. (2021), emb ac-
ing K eu e e al.’s (2021) call. The e o e, he exis ing agmen s on he opic
a ailable in he S&OP li e a u e a e iden i ied, syn hesised, and in eg a ed. These
indings a e hen complemen ed by in e iews wi h indus ial S&OP expe s o
de elop a no el amewo k o dealing wi h unce ain en i onmen s in S&OP.
The me hodological app oaches o hese wo s eps a e p esen ed nex .
3 Resea ch me hodology
This esea ch encompasses a sequen ial wo-s ep app oach, as shown in Fig. 3.
The i s s ep emb aces an SLR (T an ield e al. 2003) o syn hesise knowledge
agmen s a ailable in he li e a u e wi h implica ions abou adap ing S&OP
h ough an in eg a ion o SCRM ac i i ies. P elimina y knowledge gained om
he li e a u e indings a e hen complemen ed, e ined, and alida ed in a second
s ep wi h p ac ical insigh s om indus y expe s h ough in e iews, e ealing
new knowledge abou dealing wi h unce ain en i onmen s in S&OP. This sec-
ion desc ibes he app oaches o conduc ing he SLR and he in e iews.
Fig. 2 Explana ion and exempla y ools, echniques, and s a egies o each SCRM ac i i y
1 3
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C. Kalla e al.
3.1 Sys ema ic li e a u e e iew
The s ep-by-s ep app oach o Thomé e al. (2016a) is ollowed o conduc ing
he SLR. In he i s s ep, he esea ch p oblem is planned and o mula ed. The
p oblem is mo i a ed in he i s sec ion o his pape . Se e al SLRs ha e been
published in he S&OP domain, in es iga ing S&OP om di e en lenses, e.g.,
s uc u ing S&OP desc ip o s (Thomé e al. 2012), coo dina ion mechanisms
(Tuomikangas and Kaipia 2014), supply chain in eg a ion (No oozi and Wikne
2017), con ex ualisa ion (K is ensen and Jonsson 2018), decision-making
(Pe ei a e al. 2020), and S&OP applica ion in enginee - o-o de se ings (Bhalla
e al. 2022). Howe e , none o hese SLRs ha e ocused on dealing wi h unce -
ain en i onmen s in S&OP and, pa icula ly, in eg a ing SCRM ac i i ies in o
S&OP. Ne e heless, he li e a u e o e s many agmen s on his opic ha need
o be syn hesised, which is why an SLR is a sui able app oach o his esea ch.
The esea ch eam comp ises h ee membe s expe ienced in ope a ions and sup-
ply chain managemen and S&OP. The scope o he esea ch is de e mined by
applying he axonomy o Coope (1988), which suppo s he esea ch p o ocol
adop ed.
In he second s ep, li e a u e is sea ched. Fo his, he Scopus and Web o
Science da abases a e selec ed as hey complemen each o he and a e consid-
e ed ele an in ope a ions and supply chain managemen (Mongeon and Paul-
Hus 2016). The wo da abases a e que ied wi h a sea ch s ing consis ing o wo
pa s. The i s pa ocuses on iden i ying S&OP s udies. The e o e, he sea ch
s ing emb aces (“sales and ope a ions planning” OR “sales & ope a ions plan-
ning” OR “s&op”) wi hin he i le, abs ac , and keywo ds, based on Thomé e
al. (2012) and K eu e e al. (2022). The second pa is based on he e ms iden i-
ied by Fan and S e enson (2018) and is u he subdi ided in o h ee a eas o
e ie e SCRM- ela ed agmen s in he S&OP li e a u e. The e o e, keywo ds
a e sea ched in ull ex . The i s a ea ocuses on he ou SCRM ac i i ies by
using he e ms isk* OR unce ain*. This enables he inding o li e a u e which
names he ac i i ies. The keywo d unce ain* is included in he sea ch s ing
as i is o en used synonymously o isk (Jü ne e al. 2003; Simangunsong e
al. 2012). The second a ea includes he names o common SCRM- ela ed ools,
echniques, and s a egies. The hi d a ea ocuses on he ou comes o SCRM and
he e o e inco po a es he keywo ds (“p o i abili y” OR sa ing* OR ulne ab*
OR “con inui y”). The keywo ds wi hin he second pa o he sea ch s ing a e
Fig. 3 Two-s ep esea ch app oach, adap ed om Wieland and Wallenbu g (2012)
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In eg a ing supply chain isk managemen ac i i ies in o sales and…
conside ed i al o assessing isks in S&OP by bo h he li e a u e (e.g., Feng e
al. 2013; Á ila e al. 2019; Gallego-Ga cia and Ga cia-Ga cia 2021; K eu e e
al. 2021; Seeling e al. 2021a) and expe s (e.g., Expe s 2, 14, 15). Fu he mo e,
some expe s indica e he high po en ial o mode n echnologies, such as a i icial
in elligence (AI) and machine lea ning (Expe s 1, 7, 8). Howe e , success ully
implemen ing hese echnologies o assessing isks in S&OP could become e y
challenging, pa icula ly o medium-sized i ms, due o ewe human, echnical,
and inancial esou ces. This co obo a es Expe 9; he sugges s i s ocusing on
in eg a ing he ac i i y o assessing isks in o he S&OP p ocess s eps o demand
and supply planning. When his in eg a ion is unde s ood and applied success-
ully, a i m should concen a e on how o sol e he emaining issues h ough IT.
In syn hesis, S&OP should be adap ed owa ds he in eg a ion o isk assess-
men . Mo e p ecisely, isks should be assessed by sales, ma ke ing, and inance
in demand planning and by ope a ions and inance in supply planning. These isk
assessmen s should hen be o wa ded o and e iewed in he p e-mee ing and
execu i e mee ing as a basis o e ec i e decision-making. A as and powe ul
scena io analysis unc ionali y is conside ed highly impo an o a p ac ical isk
assessmen wi hin S&OP.
4.3 Risk ea men
Bo h li e a u e and expe s emphasise ha he SCRM ac i i y o ea ing isks
should also be in eg a ed, leading o ano he S&OP adap a ion. A as majo i y
o he s udies e eal ha he inal decision-making on how o ea a isk should
be conduc ed wi hin he p e-mee ing (Schlegel and Mu ay 2010; Bowe 2012;
Kellehe 2012; Singh and Lee 2013; Alexande 2016; D eye e al. 2018; Dunn
2019; Di eld e al. 2021; Seeling e al. 2021a, b, 2022) and he execu i e mee -
ing (Bowe 2012; Wa en 2012; Hobby and Jaege 2013; Singh and Lee 2013;
Co as 2016; Dunn 2019; Bake 2021; Desme 2021; Di eld e al. 2021).
Howe e , p oposals o ea ing isks should be de eloped be o e in he scope o
demand planning and supply planning (Bowe 2012, 2018; Kellehe 2012; Hobby
and Jaege 2013; Singh and Lee 2013; Bake 2021; Seeling e al. 2021b, 2022).
All expe s alida e his s uc u e. Acco dingly, sales and ma ke ing and ope a ions
depa men s should de elop isk ea men p oposals, which a e hen e iewed and
decided upon du ing he p e-mee ing o execu i e mee ing. This is necessa y, as deci-
sion-make s, pa icula ly in he execu i e mee ing, ypically do no ha e he de ailed
knowledge o de elop p oposals (Expe s 10 and 12). Expe 2 e eals: “P oposals
mus be de eloped in demand planning and supply planning. I ha e had cases whe e
his did no happen in ad ance, and hen i was said du ing he execu i e mee ing:
‘We canno decide now. We need mo e in o ma ion.’”.
One excep ion would be he ea men o isks ha do no ha e a c oss- unc ional
o s a egic impac . Acco dingly, isks wi h e ec s on one unc ional uni only can
al eady be decided in co esponding S&OP p ocess s eps, e.g., demand- ela ed isks
in demand planning and manu ac u ing- ela ed and supply- ela ed isks in supply
planning (Expe s 3, 5, 12, 14). Expe 5: “I ha e o decide wha I can decide a my
le el. And e e y hing ha exceeds my compe ence o ha can ha e a oo big business
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C. Kalla e al.
impac , I ha e o ‘ anspo ’ o he nex s ep.” Howe e , his can only wo k i i i s
wi h o ganisa ional cha ac e is ics ega ding au onomy and hie a chy issues.
Finance should ha e an impo an ole he e as he execu ion o isk ea men
s a egies need o be in line wi h he o e all budge and, hus, can ha e an impac
on a i m’s p o i , highligh ed in he li e a u e (Bowe 2018; Dunn 2019; Bake
2021; Seeling e al. 2021b, 2022) as well as in he in e iews (Expe s 2, 5, 6,
7, 8, 9, 10, 11, 15). Fo his, inance mus a end he p e-mee ing and execu-
i e mee ing, whe e inal decisions on isk ea men a e made. They can also be
in i ed by sales and ma ke ing depa men s in demand planning and by ope a-
ions depa men s in supply planning o discuss and p opose app op ia e isk
ea men s a egies. Addi ionally, key cus ome s and supplie s could be in i ed
o collabo a e on ea ing isks (D eye e al. 2018). O he in o ma ion sys ems
besides he egula ones a e no necessa ily equi ed. Howe e , as an e ec i e
isk ea men is highly dependen on co ec isk assessmen s, scena io planning
and analyses ha e a s ong indi ec ole in isk ea men .
In syn hesis, S&OP should be adap ed owa ds he in eg a ion o isk ea -
men . Risk ea men p oposals should be de eloped in demand planning and
supply planning o isks wi h a c oss- unc ional o s a egic impac . In con as ,
inal decisions a e made in he p e-mee ing and he execu i e mee ing. Finance
ep esen a i es should a end hese mee ings. Fo isks wi h only unc ional-
speci ic e ec s, decisions on how o ea isks can be made immedia ely in he
demand planning and supply planning s eps by sales and ma ke ing o ope a ions,
espec i ely. The u ilisa ion o addi ional in o ma ion sys ems besides he egula
ones and he ones capable o unning scena io analyses is no equi ed.
4.4 Risk moni o ing
The wo asks o isk moni o ing (con inuously acking and e iewing supply
chain isks and he success o isk ea men decisions) should be in eg a ed in o
S&OP. Ne e heless, he li e a u e is qui e unclea ega ding how o ope a ion-
alise his in eg a ion. Fo ins ance, se e al au ho s emphasise i s gene al need
bu do no p o ide u he de ails (Lapide 2005; Baumann 2010; Schlegel and
Mu ay 2010; Bowe 2012; Co as 2016; Ped oso e al. 2016; Á ila e al. 2019;
Macon 2020; Almeida and Conceicao 2021; Gallego-Ga cia and Ga cia-Ga cia
2021; Seeling e al. 2021a; Hainey 2022; Lapide 2022; Tchokogué e al. 2022). In
gene al, wo app oaches, which can be conduc ed bo h al e na i ely o comple-
men a y, can be obse ed om he li e a u e indings and he expe esponses.
Fi s , an adap a ion o he egula S&OP is possible, pa icula ly sui able o
hose isks o which mon hly moni o ing is su icien . In his ega d, isk moni-
o ing can be in eg a ed in o each s ep o he S&OP p ocess, bu wi h di e en
oci. Acco dingly, moni o ing o isks and ea men s a egies associa ed wi h
demand can be conduc ed in demand planning (Oli a and Wa son 2011; Kellehe
2012; Hul hén e al. 2016; Di eld e al. 2021; Temkin 2022) and wi h manu ac-
u ing and supply in supply planning (Bu ows III 2007; Milliken 2011; Bowe
2012; Hul hén e al. 2016; Bowe 2018; Temkin 2022). C oss- unc ional isks
o highly impac ul isks can and should also be moni o ed in he p e-mee ing
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In eg a ing supply chain isk managemen ac i i ies in o sales and…
(Alexande 2013, 2016; Sinha 2015; Hul hén e al. 2016; K ishnan 2020) and in
he execu i e mee ing (Sinha 2015; Co as 2016; Hul hén e al. 2016; S en o e
al. 2021). The egula S&OP ac o s a e conside ed su icien o his SCRM ac i -
i y. All expe s alida e hese indings.
Fo moni o ing isks wi hin an adap a ion o he egula S&OP, a dashboa d
can p o ide aluable suppo : “Dashboa ds a e o en e ospec i e o show he
s a us o oday and he las 24 mon hs, o example. Bu I need a iew in he dash-
boa d ha is mo e p edic i e”, as s a ed by Expe 9 and also p oposed by Expe
15. This highligh s he need o en ich he egula ly used adi ional dashboa d
wi h me ics di ec ly associa ed wi h isks and he e ec o isk ea men deci-
sions. These me ics can be linked o gene al isks, which a i m in an unce ain
en i onmen egula ly aces (Expe s 2, 9, 11, 12, 14). He e, ex e nal isks a e
pa icula ly sui able, such as hose associa ed wi h mac oeconomic de elopmen s
(Expe 2), p ice changes o key esou ces (Expe 3), o ai and sea a ic da a
(Expe 12). Addi ionally, he dashboa d could be designed lexibly so ha spe-
ci ic isks a e displayed and e iewed only in ex eme si ua ions (Expe s 1, 5,
8, 9, 10, 12). Fo example, Co id-19 incidence a es could ha e been moni o ed
du ing he pandemic, bu a e no necessa y o u he moni o a e wa ds. Con-
inuous isk moni o ing h ough a dashboa d can p o ide cu en s a us upda es
and anspa ency among all ac o s (Expe s 5 and 8).
Second, an adap a ion can also be made by implemen ing an addi ional p ocess
pa allel o he egula S&OP o ensu e a close linkage be ween S&OP and ope a-
ional planning and execu ion (Expe s 2, 3, 5, 8, 15). This applies o hose isks
which need o be moni o ed mo e o en han mon hly. This addi ional p ocess
can be essen ial when i ms a e acing ex eme si ua ions o a e y high deg ee
o unce ain y in he business en i onmen in gene al (Expe 14), e.g., when
ope a ing in highly compe i i e and inno a i e ma ke s (Expe s 1, 2, 5, 12). This
addi ional p ocess dis inguishes om he egula S&OP in wo ways: Fi s , i s
planning ho izon is lowe , wi h a maximum o h ee mon hs. Second, i s planning
equency is highe wi h bi-weekly, weekly, o e en daily mee ings (e.g., Kaipia
e al. 2017; Bagni e al. 2022). This is necessa y when “ hings happen du ing
he mon h, bu you mus ac immedia ely” (Expe 4). The addi ional p ocess,
some imes only conduc ed h ough one mee ing and a ended by ac o s om he
egula S&OP and om people mo e associa ed wi h ope a ional planning and
execu ion, is hen used o moni o ing isks, bu can also be used o ea ing isks
i decisions a e made (Expe 1). In o ma ion is exchanged equen ly be ween
his addi ional p ocess and he egula S&OP. This addi ional p ocess is mainly
conside ed aluable o i ms p oducing and o e ing as -mo ing consume
goods (FMCG) wi h high olumes and low lead imes, as e ealed by Kaipia e
al. (2017) and Bagni e al. (2022) in he li e a u e and by Expe s 5, 6, 7, 8, 12,
14, and 15. In con as , i is unlikely o p o ide he same alue in indus ies such
as mechanical enginee ing (Expe 5), pha maceu icals (Expe s 6 and 11), o
s eel (Expe s 3 and 12), whe e ypically, a mon hly o qua e ly isk moni o ing
is su icien .
Fo bo h op ions (an adap a ion o he egula S&OP and an adap a ion h ough
he implemen a ion o an addi ional p ocess), ea ly wa ning signalling is high-
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C. Kalla e al.
ligh ed as a p omising and i al IT unc ionali y, al hough s ill no in place in
many i ms (Kellehe 2012; Bowe 2018; Di eld e al. 2021; Hainey 2022;
Lapide 2022 and Expe s 1 2, 4, 5, 7, 8, 9, 12, 14, 15). Acco dingly, many i ms
s ill ollow a eac i e app oach in S&OP (Expe 11), whe e ea ly wa ning sig-
nalling can con ibu e o swi ching o a pu ely p oac i e S&OP, which should
be i s objec i e (Expe s 9, 14, 15). Expe 9 explains his h ough an example
o likely supply p oblems in he u u e: “I I can al eady an icipa e oday ha I
migh ha e o pu employees on sho - ime wo k in eigh weeks because I can
no longe p oduce, hen I can al eady hink abou how I can cushion his e y
ea ly. […] I I know all his eigh weeks in ad ance, I ha e a much wide adius
o decision-making possibili ies.” Such ea ly wa ning signalling can only wo k
i he i m can ga he he igh da a and in o ma ion, ideally in eal- ime (Expe s
1, 7, 8, 15).
In syn hesis, S&OP should be adap ed owa ds he in eg a ion o isk moni o -
ing. Risk moni o ing and he addi ional unc ionali y o ea ly wa ning signalling
allow a p oac i e SCRM wi hin S&OP. One op ion o he in eg a ion is o adap
he egula S&OP by conduc ing isk moni o ing in any o he s eps by he egu-
la ac o s and by en iched and lexibly designed dashboa d. Ano he op ion is
o implemen an addi ional p ocess o achie e a close linkage wi h ope a ional
planning and execu ion. This addi ional p ocess is conside ed pa icula ly el-
e an o i ms ope a ing in an FMCG con ex and equi es he in ol emen o
o he ac o s and sophis ica ed in o ma ion p ocessing capabili ies.
5 S&OP amewo k o unce ain en i onmen s
A e syn hesising he knowledge agmen s iden i ied in he li e a u e and ali-
da ing and e ining hem h ough in e iews wi h expe s, indings ha e been
analysed, leading o an S&OP amewo k depic ed in Fig. 4. I shows how S&OP
needs o be adap ed o dealing wi h unce ain en i onmen s by in eg a ing SCRM
ac i i ies. I emb aces an addi ional p ocess conduc ed in pa allel, cha ac e ised
by a highe planning equency and a lowe planning ho izon, and sugges ed
o high deg ees o unce ain y in he business en i onmen . The amewo k
is de eloped h ough he lens o con ingency heo y (Donaldson 2001) due o
he con ex -speci ic na u e o S&OP (K is ensen and Jonsson 2018; K eu e e
al. 2022) and om an in eg a ed people-p ocess-IT pe spec i e (K eu e e al.
2021). The mos p ominen con ex analysed in li e a u e and in e iews ega ded
medium- o la ge-sized manu ac u ing i ms acing unce ain business en i on-
men s. The e o e, he amewo k is pa icula ly ele an o i ms ope a ing in
his con ex .
This esea ch’s indings p o ide heo e ical and p ac ical con ibu ions, p esen ed
nex .
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In eg a ing supply chain isk managemen ac i i ies in o sales and…
5.1 Theo e ical con ibu ions
This esea ch builds upon and ex ends he wo k o Di eld e al. (2021), which
applied con ingency heo y as a heo e ical ounda ion. I b oadens he opic by
in es iga ing i h ough he con ingencies o indus y, i m size, and manu ac u -
ing s a egy. Mo eo e , he esea ch goes beyond he p ocess pe spec i e by also
emb acing people and IT.
Acco ding o he con ex , he indings highligh ha he indus y can a ec
S&OP, co obo a ing he s udies o I e e al. (2015), Kaipia e al. (2017),
D eye e al. (2018), K is ensen and Jonsson (2018), and K eu e e al. (2021).
In his esea ch, i is e lec ed h ough he SCRM ac i i y o isk moni o ing and
he implemen a ion o an addi ional p ocess, which igge s he need o adap ing
S&OP in speci ic indus ies. Fu he mo e, i m size can be conside ed ano he
con ingency a ec ing S&OP. Acco dingly, medium-sized i ms o en ha e a
leane s uc u e bu ewe human, inancial, and echnical esou ces, which is
why isk iden i ica ion can be sui able o be in eg a ed in o he S&OP o hese
i ms. La ge i ms, in con as , should ha e a dedica ed uni o iden i ying isks
ha may be placed ou side S&OP. As such, his esea ch con ibu es o he li -
e a u e as s udies on he e ec o he i m size on S&OP a e s ill sca ce, and
hei impac on S&OP is s ill no p o en (K is ensen and Jonsson 2018; K eu e
e al. 2022). Las ly, he indings o his esea ch do no indica e any e ec o
he manu ac u ing s a egy on i and how S&OP should be adap ed o dealing
wi h unce ain en i onmen s. Li e a u e-wise, his could be explained by he lack
o S&OP s udies in enginee - o-o de con ex s (Romão e al. 2021; Bhalla e
al. 2022; K eu e e al. 2022). Howe e , also he expe s ha e no e ealed ha
he in eg a ion o SCRM ac i i ies in o S&OP should be app oached di e en ly
ega ding he manu ac u ing s a egy. Expe 15, o ins ance, highligh s ha ce -
Fig. 4 S&OP amewo k o unce ain en i onmen s
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C. Kalla e al.
ain ac i i ies could be conduc ed di e en ly o could be mo e ime-consuming
in an enginee - o-o de han in a make- o-s ock con ex . Howe e , mo e gene -
ally, he esul s would no di e , e.g., isk assessmen and isk ea men should
be essen ial s eps wi hin S&OP independen o he exac manu ac u ing s a egy.
Fu he mo e, he esea ch con i ms he impo ance o ha ing a holis ic and
in eg a ed iew when de eloping an adap ed and con ex ualised S&OP. The
esul s show ha li e a u e agmen s mainly ocus on adap a ions om a p ocess
pe spec i e. Howe e , also conside ing he in ol ed ac o s and he used in o ma-
ion sys ems is essen ial o ope a ionalising he adap a ion. Acco dingly, a ew
s udies and almos all expe s highligh he need o in ol e inance when assess-
ing and ea ing isks. Mo eo e , isk assessmen wi hou sophis ica ed scena io
analysis unc ionali ies and isk moni o ing wi hou he possibili y o ga he ing
( eal- ime) da a, displaying me ics in dashboa ds, o sending ea ly wa ning sig-
nals is conside ed less aluable o e en impossible. A pu e p ocess pe spec i e
would ha e igno ed he implica ions abou in ol ed ac o s and equi ed in o ma-
ion sys ems, po en ially leading in o a less e ec i e in eg a ion o SCRM ac i i-
ies in o S&OP. This co obo a es K is ensen and Jonsson (2018), Jonsson e al.
(2021), and K eu e e al. (2021), who emphasise he need o conside all h ee
dimensions when adap ing S&OP. Al hough speci ic people- and IT- ela ed sug-
ges ions exis , he esea ch e eals ha egula ac o s and in o ma ion sys ems
should s ill be in ol ed and used in S&OP dealing wi h unce ain en i onmen s.
5.2 P ac ical con ibu ions
Based on con ingency heo y and he in eg a ed people-p ocess-IT-pe spec i e,
he no el S&OP amewo k aims o suppo manage s wi h conc e e manage-
men in e en ions by simul aneously conside ing speci ic con ex s, add ess-
ing a esea ch call o Jonsson and Holms öm (2016). The amewo k p o ides
p ac ical guidance on how o adap S&OP ega ding which ac o s should be
in ol ed, how o conduc he S&OP p ocess s eps, and wha in o ma ion sys ems
and unc ionali ies a e equi ed. Fi s , i can be implied ha da a ga he ing is no
longe conside ed an app op ia e p ocess s ep, which aligns wi h se e al ecen
s udies, e.g. K eu e e al. (2021) and Seeling e al. (2021b). Second, he esul s
show ha an S&OP adap a ion is equi ed o in eg a e he isk assessmen and
isk ea men ac i i ies. Acco dingly, isks should be assessed in demand plan-
ning and supply planning and u he e iewed in he p e-mee ing and execu i e
mee ings. The isk assessmen should be made by sales, ma ke ing, ope a ions,
and inance h ough echnological aid in he o m o as and powe ul scena io
analyses. Fu he mo e, isks can be ea ed in demand planning, supply planning,
p e-mee ing, and execu i e mee ing, dependen on he scope and impac o isks.
Fo c oss- unc ional and c i ical isks, ea men p oposals should be de eloped
in demand planning and supply planning, and inal decisions should be made in
he p e-mee ing and execu i e mee ings. Finance should be in ol ed when ea -
ing isks. Risk iden i ica ion is an SCRM ac i i y ha can, bu does no ha e o
be in eg a ed in o S&OP, as s a ed by Expe 5: “I don’ hink he e is a igh o
w ong.” La ge o ganisa ions should ha e a dedica ed uni ha ocuses on iden-
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In eg a ing supply chain isk managemen ac i i ies in o sales and…
i ying isks and p o iding hem as inpu o S&OP. Medium-sized o ganisa ions
wi h ewe esou ces and capaci ies and a leane p ocess can in eg a e isk iden i-
ica ion as an explici ac i i y in o each o he ou egula S&OP s eps. Simila ly,
isk moni o ing is an ac i i y ha can be in eg a ed in o he egula S&OP and
h ough an addi ional p ocess. The addi ional p ocess is pa icula ly aluable o
i ms o e ing FMCG goods in high olumes and low lead imes.
P oposing an addi ional p ocess, which can and should be conduc ed pa al-
lel o he egula p ocess, is a no el con ibu ion o S&OP esea ch. Up o now,
academic and g ey li e a u e is s ill sca ce on his opic. In he s udy o Bagni e
al. (2022), a so-called pa allel S&OP p ocess wi h a highe planning equency
and a lowe planning ho izon is sugges ed o new p oduc in oduc ions. This
esea ch con i ms his possibili y bu ex ends i by p oposing o apply such a
p ocess also o es ablished p oduc s when i ms a e dealing wi h high deg ees
o unce ain y in he business en i onmen and acing ex eme c ises. As such,
his addi ional p ocess can be used o moni o ing isks mo e equen ly (e.g., on
a weekly o e en daily basis). A highe isk moni o ing equency can e en u-
ally lead o ea lie an icipa ions o changes in he en i onmen and consequen ly
lead o as e and mo e e ec i e isk ea men - ela ed decision-making. As such,
his addi ional p ocess, some imes associa ed wi h “sales and ope a ions execu-
ion” (S&OE; e.g., Hainey 2022), can con ibu e o a “ esilience-building S&OP”
(Jonsson e al. 2021).
6 Conclusion
This pape in oduces a no el S&OP amewo k o dealing wi h unce ain en i-
onmen s. I in eg a es SCRM ac i i ies in o S&OP, applying con ingency heo y
as a heo e ical ounda ion o emb ace he con ex -speci ic na u e o S&OP and
i s adap a ions. Mo eo e , he amewo k emb aces a holis ic iew o S&OP
encompassing he in ol ed ac o s (people), he p ocess and i s s eps (p ocess),
and he used in o ma ion sys ems and unc ionali ies (IT). To de elop his ame-
wo k, a wo-s ep esea ch app oach was conduc ed. An SLR was equi ed due o
a highly agmen ed li e a u e base on he opic. The syn hesis led o an ad anced
unde s anding o he cu en esea ch s a e-o - he-a and was complemen ed
h ough in e iews wi h 15 expe s o alida ion and e inemen . The in e iews
ex ended he indings by p o iding aluable insigh s on con ingencies and hei
e ec s on an S&OP adap a ion and he ole o di e en ac o s and in o ma ion
sys ems.
The esea ch indings e eal ha isk assessmen and ea men should be in e-
g a ed in o he S&OP p ocess. The in ol emen o inance as a ele an ac o
in he p ocess and he u ilisa ion o in o ma ion sys ems capable o pe o ming
scena io analysis a e equi ed o do his e ec i ely. Risk iden i ica ion can, bu
does no necessa ily need o be in eg a ed in o he S&OP p ocess. Simila ly, isk
moni o ing can be in eg a ed in o he egula S&OP p ocess. S ill, i can also be
conduc ed h ough an addi ional p ocess s ep pa allel wi h he egula S&OP
p ocess bu wi h a highe planning equency and a lowe planning ho izon. This
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C. Kalla e al.
esul s in a close linkage wi h ope a ional planning and execu ion ha may cope
be e in oday’s unce ain business en i onmen s han he egula S&OP p ocess
and is a new and p omising inding o S&OP esea ch and p ac ice. IT plays an
essen ial ole in moni o ing isks p ope ly due o i s possibili ies o ga he ing a
high amoun o in e nal and ex e nal da a on a eal- ime basis, calcula ing and
isualising isk- ela ed me ics on a dashboa d, and sending ea ly wa ning sig-
nals o ele an ac o s. The indus y and he i m size can a ec how his in eg a-
ion is ope a ionalised.
This esea ch comes wi h limi a ions, simul aneously opening in e es ing
esea ch s eams o u u e in es iga ions. Fi s , he con ingencies o indus y,
i m size, and manu ac u ing s a egy ha e been in es iga ed, whe eas o he s
may also be conside ed. Fo ins ance, some expe s e eal a po en ial e ec o
hie a chy and au onomy wi hin an o ganisa ion. Consequen ly, in es iga ing his
opic by conside ing speci ic o ganisa ional cha ac e is ics (e.g., he ole and
in ol emen o op managemen ) as ano he con ingency could lead o in e es ing
esul s. Addi ionally, he S&OP li e a u e has mos ly been ocused on medium- o
la ge-sized i ms, which shaped he p oposed amewo k o his s udy. Resea ch
on small-sized i ms should also be an impo an on o u u e esea ch, as hei
eali y is di e en . This can b ing u he insigh s o academics and p ac i ione s
in adap ing S&OP o unce ain en i onmen s. Second, he amewo k can u he
be applied empi ically. Fu u e esea ch should deal wi h eal-li e se ings and
in es iga e i and how i ms ha e al eady adap ed hei S&OP owa ds an SCRM
in eg a ion. An in-dep h single case s udy o a mul iple case s udy wi h i ms o
di e en sizes and om a ious indus ies could p o ide in e es ing indings. In
his ega d, i could also be aluable o in ol e SCRM ep esen a i es. Thi d, his
esea ch p esen s he possibili y o implemen ing an addi ional p ocess associ-
a ed wi h S&OP bu does no p o ide u he guidance. Fu u e esea ch should
ocus on such an addi ional p ocess wi h a highe planning equency and a lowe
planning ho izon and i s linkage wi h S&OP. This is a p omising esea ch a e-
nue o a esilience-building S&OP and can be associa ed wi h isk moni o ing
o send ea ly wa nings and wi h isk ea men o enable ea ly ac ions h ough
S&OE. Finally, he people-p ocess-IT pe spec i e can suppo he in es iga ions
wi hin each p oposed esea ch s eam and could be u he de eloped h ough an
en e p ise a chi ec u e app oach.
Building upon he esea ch indings and sugges ed s eams o u u e esea ch
p o ided in his pape , Table 2 o e s possibili ies o p oposi ions and exem-
pla y esea ch ques ions ha could aid academics o build he nex S&OP gene a-
ion. The in en ion he ein is no o be exhaus i e, bu o p o ide an ou look wi h
p omising a enues ha can be ollowed by academics owa ds ad ancing scien-
i ic knowledge in applying S&OP in unce ain en i onmen s. One may no ice
ha p oposi ions and esea ch ques ions a e no exclusi e o one single esea ch
s eam.
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In eg a ing supply chain isk managemen ac i i ies in o sales and…
Table 2 P oposi ions and exempla y esea ch ques ions o u u e esea ch
Resea ch s eam Resea ch p oposi ion Exempla y esea ch ques ion(s)
Explo e he e ec o
con ingencies
Medium- o la ge-sized manu ac u ing i ms should adap hei S&OP
owa ds implemen ing SCRM ac i i ies om a people-p ocess-IT pe spec-
i e o deal wi h he cu en challenges associa ed wi h he g owing num-
be o signi ican and unexpec ed changes in he business en i onmen .
• Can small-sized manu ac u ing i ms equally bene i om in-
eg a ing SCRM ac i i ies in o S&OP as medium- o la ge-sized
manu ac u ing i ms?
• Could his in eg a ion be applied o i ms om he se ice
indus y?
Apply he S&OP
amewo k o unce ain
en i onmen s
To deal wi h unce ain en i onmen s, S&OP should in ol e addi ional
ac o s beyond he egula ones and should be en iched h ough a pa allel
p ocess cha ac e ised by a highe planning equency and a lowe planning
ho izon o enable a esilience-building S&OP.
• Can he p oposed S&OP amewo k o unce ain en i onmen s
be gene alised o conside speci ici ies o he se ice indus y?
• Which challenges i ms need o o e come o adap hei S&OP
owa ds an in eg a ion o SCRM ac i i ies?
Implemen an addi ional
p ocess o suppo isk
moni o ing
Risk moni o ing should be conduc ed equen ly enabling a weekly o e en
daily e iew o de elop ea ly wa nings in unce ain en i onmen s.
• How can isk moni o ing be in eg a ed in o S&OP om a
people-p ocess-IT pe spec i e?
Implemen an addi ional
p ocess o suppo isk
ea men
The in eg a ion o S&OP owa ds ope a ional planning and execu ion
h ough p ac ices such as S&OE is essen ial o deal wi h unce ain en i on-
men s o go beyond ea ly wa nings by emb acing ea ly ac ions.
• How should i ms implemen S&OE om a people-p ocess-IT
pe spec i e?
• Does S&OE ha e a con ex -speci ic na u e and, i so, how do
con ingencies a ec S&OE?
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C. Kalla e al.
Appendix
Table 3 Backg ound on he expe s
Expe S&OP
wo king
posi ion
Yea s o
S&OP
expe ience
S&OP expe ience In e iew
Sec o (indus y) Geog aphi-
cal scope
App oach Leng h
1 S&OP
manage
34 • Consume disc e iona y
(au o componen s; household
appliances)
• Consume s aples (be e -
ages; ood p oduc s; obacco;
household p oduc s)
• Indus ials ( ading compa-
nies & dis ibu o s)
A gen ina;
B azil;
Canada;
Columbia;
Mexico;
Pue o
Rico; US;
Global
Remo e
(Zoom)
2:07 h
2 S&OP
manage
6 • U ili ies (elec ic u ili ies;
independen powe & enew-
able elec ici y p oduce s)
Ge many Remo e
(phone)
1:04 h
3 S&OP
manage
4 • Consume disc e iona y
(dis ibu o s)
Canada;
Ge many;
US
In-pe son 1:21 h
4 S&OP
manage
5 • Indus ials (machine y) China; Eu-
ope; US
Remo e
(Zoom)
0:46 h
5 S&OP
manage
13 • Consume disc e iona y
(au o componen s)
• Indus ials (machine y)
Global Remo e
(MS Teams)
1:10 h
6 S&OP
manage
3 • Heal h ca e
(pha maceu icals)
Denma k Remo e
(Zoom)
0:52 h
7 S&OP
manage ;
S&OP
consul an
25 • Communica ion se ices
( elecommunica ion se ices)
• Consume disc e iona y
(au o componen s; household
du ables
• Consume s aples (be e ag-
es; ood p oduc s; household
p oduc s)
• Heal h ca e
(pha maceu icals)
• Indus ials ( ading compa-
nies & dis ibu o s)
A gen ina;
B azil;
Mexico,
US
Remo e
(Zoom)
1:14 h
8 S&OP
consul an
3 • Consume s aples ( ood
p oduc s)
Finland;
Ge many
Remo e
(Zoom)
1:06 h
9S&OP
manage
13 • Consume disc e iona y
(household du ables)
• Consume s aples ( ood
p oduc s)
• Heal h ca e (heal h ca e
equipmen & supplies)
• Ma e ials (chemicals)
Eu ope;
Global
Remo e
(Zoom)
1:16 h
10 S&OP
manage
10 • Consume s aples ( ood
p oduc s)
Global Remo e
(MS Teams)
0:55 h
11 S&OP
manage
8 • Heal h ca e (bio echnology;
pha maceu icals)
Global In-pe son 0:49 h
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In eg a ing supply chain isk managemen ac i i ies in o sales and…
Au ho s and A ilia ions
Ch is ianKalla1· Luiz FelipeSca a da2· Be ndHelling a h3
Ch is ian Kalla
[email p o ec ed].de
1 Chai o In o ma ion Sys ems and Supply Chain Managemen , Uni e si y o Muens e ,
Leona do Campus 3, 48149 Muens e , Ge many
2 Indus ial Enginee ing Depa men , Pon i ical Ca holic Uni e si y o Rio de Janei o, R.
Ma quês de São Vicen e 225, Rio de Janei o 22451-900, B azil
3 Chai o In o ma ion Sys ems and Supply Chain Managemen , Uni e si y o Muens e ,
Leona do Campus 3, 48149 Muens e , Ge many
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