『S&OP MasterClass』のカバーアート

S&OP MasterClass

S&OP MasterClass

著者： Roima – Perito IBP
無料で聴く

Managing supply and demand comes with ever-increasing complexity. With thousands of part numbers, hundreds of suppliers and a market that constantly changes, supply chain and operations management is a real challenge.

In this S&OP MasterClass™ podcast series, we take a head dive into the complexity, and give you concrete advise on, how to better manage your sales and operations planning.

We’ll talk about automation, forecasting, inventory planning and integrated business planning – and everything S&OP-geeky in between.

Your host is Søren Hammer Pedersen, CCO of Roima – Perito IBP, who will be interviewing supply chain experts, automation professionals and exciting people who have their S&OP figured out.

For more information on this S&OP MasterClass™, go to our website.

This podcast is brought to you by Roima.
This podcast is produced by Montanus.Roima Intelligence Inc. マネジメント マネジメント・リーダーシップ 経済学
エピソード
  • Agentic AI in Supply Chain – Beyond the Buzzword | Ep. 25

    Agentic AI in Supply Chain – Beyond the Buzzword | Ep. 25
    2026/07/02
    The word "agentic" is everywhere in supply chain right now, and rarely defined. In this S&OP MasterClass from Roima, host Søren Hammer Pedersen sits down with Rafael Amaral, CTO and Co-Founder of TilliT, to cut through it.

    They trace the shift from the first wave of AI, which made our existing forecasts and plans better, to the agentic wave, where systems can take a goal and work towards it on their own.

    Rafael offers a genuinely usable definition of agentic AI, explains why giving a model tools changes everything, and is candid about why so many projects fail, from the 10,000-bottle order nobody approved to the temptation to dump an entire dataset into the context window.

    The conversation then turns practical: where agentic AI is already creating value in planning, how optimisation is being democratised beyond PhD-level data science, and how Roima's Aura connects the data silos across IBP, MES, WMS and PLM to surface insights teams have been missing.

    They close on the question everyone asks: what does this mean for the people doing the work?

    Essential listening for supply chain managers, Heads of S&OP, IBP managers and anyone weighing where to place their next bet.


    Key takeaways
    1. There are two waves of AI in supply chain. The first made existing tasks better; the second, agentic wave takes on goals and works towards them. "What is my OTIF?" is a request; "how do I increase my OTIF?" is a goal the system works towards on its own.

    2. A model becomes agentic when you give it tools to query data, run code or take action, and let it navigate them in a loop. More power means more risk, so guardrails and gates are non-negotiable.

    3. Projects fail on missing basic assertions and on dumping too much raw data into the model. Success comes from pairing the right use case with the right methodology.

    4. Aura gives AI the power of a developer, writing and running its own code across the full dataset, security-built from the ground up. It is like hiring a team of specialists you could never afford, and Roima's digital thread lets it connect insights across IBP, MES, WMS and PLM silos that never spoke to each other.

    5. Waiting for 100 per cent accuracy is the wrong test, because humans make mistakes too. The real question is the cost of an error and the gates around it, and so far these tools empower planners and keep them in control.
    Chapters
    • 03:37 Why supply chain professionals need to care now
    • 04:53 From the first wave of AI to the agentic wave
    • 08:29 What "agentic AI" actually means
    • 14:11 The big pitfall: dumping all your data into the model
    • 15:18 Where we are now, and the tipping point
    • 19:41 Democratising optimisation without an army of PhDs
    • 24:30 Real use cases: from chatbots to Aura
    • 32:11 The digital thread: connecting the silos
    • 33:44 What this means for the humans, and wrap-up
    Guest and host
    Guest: Rafael Amaral, CTO and Co-Founder of TilliT (Roima Intelligence). More than twenty years in manufacturing technology across supply chain planning, optimisation and execution systems.
    Host: Søren Hammer Pedersen, CCO, PERITO IBP at Roima Intelligence.

    Production
    This podcast is brought to you by Roima.
    This podcast is produced by Montanus.
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    37 分
  • Monthly S&OP | Balancing and Executive Review: How to Stop Strategic Decisions Being Made on the Warehouse Floor | Ep. 24

    Monthly S&OP | Balancing and Executive Review: How to Stop Strategic Decisions Being Made on the Warehouse Floor | Ep. 24
    2026/05/13
    Most supply chain organisations can produce a demand plan.
    Many can build a supply plan.

    Where the wheels tend to come off is in the two weeks that follow, the balancing week, where you reconcile what the business wants with what it can actually produce, and the executive S&OP, where senior leaders are asked to commit to the trade-offs.
    Skip these two steps, and strategic decisions quietly slip to whoever shouts the loudest in the warehouse or the sales region. Keep them, and your planning starts connecting to your strategy.

    In this second installment of the S&OP MasterClass from Roima, Søren Hammer Pedersen sits down again with Benjamin Obling, COO of PERITO IBP, to walk through weeks three and four of the classical S&OP process.

    The conversation moves from practical visualisation tricks (a simple green, amber, red capacity grid will take you surprisingly far) to the more political work of getting C-level executives to give guidance instead of reactive orders.

    If you plan supply chains for a living, or you carry the CFO, CCO or CEO title and find yourself making scattered, one-off calls on inventory, service levels and market priorities, this episode will give you a clear mental model for how those decisions should be surfaced, framed and committed to inside a monthly rhythm.

    Chapters
    00:00 Cold open, the cost of skipping the balancing step
    01:23 Welcome to the S&OP MasterClass and recap of part one
    03:28 The four weeks of the S&OP process at a glance
    05:56 Why weeks three and four actually matter
    11:07 Visualising capacity, bottlenecks and stock projections
    18:01 Extending the footprint to include your suppliers
    20:23 Running the balancing meeting and handing over to sales
    22:23 Deciding what to mitigate now and what to escalate
    27:10 The purpose of the executive S&OP meeting
    29:01 How to motivate the C-level to show up
    35:16 Turning decisions into operational plans the same week
    37:58 The fifth step, adhering to the plan you just agreed
    42:07 Getting started without inventing the wheel

    Production
    This podcast is brought to you by Roima.
    This podcast is produced by Montanus.
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    46 分
  • Monthly S&OP | Get chaos or get the first weeks right | Ep. 23

    Monthly S&OP | Get chaos or get the first weeks right | Ep. 23
    2026/04/15
    Most companies know they need an S&OP process. Few have one that actually works.

    The gap between having the meetings and having a functioning integrated business plan is where most organisations quietly struggle, and where the biggest operational and commercial risks accumulate.

    In this episode of the S&OP MasterClass, Søren Hammer Pedersen sits down with Benjamin Obling – a practitioner with 16 years of focused S&OP experience across industries and organisations – to work through the first two weeks of a monthly S&OP cycle. Not the theory.
    The actual steps: who does what, when, with which tools, and what goes wrong when any of it is missing.

    Benjamin brings the perspective of someone who has seen both extremes up close: companies with sophisticated IBP tools and no process, and companies with well-structured processes and nothing to put in them. His argument is that neither works alone. The foundation of a reliable S&OP process is built in weeks one and two, in demand planning and supply planning, the engine room of the S&OP process.

    Get those two weeks right, and the rest of the cycle becomes a decision-making conversation grounded in data. Get them wrong, and you spend weeks three and four firefighting.

    This episode is the first in a two-part series. Today covers demand planning and supply planning. Part two will go into the balancing and executive S&OP stages.

    In This Episode
    • Why having an S&OP process without the right data tools, or the right tools without a process, produces equally poor results
    • The four main steps of a monthly S&OP cycle, and why skipping the first two guarantees chaos in the last two
    • The difference between minor and major forecast overrides and why most minor adjustments are a waste of time
    • Why inventory planning is a strategic decision disguised as a technical one and the risks of leaving it to a few specialists
    • How to run a supply-side MRP simulation before uploading your demand plan to the ERP system
    • The two non-negotiables for a high-functioning S&OP process: strong data tools, and clear process ownership
    Episode contents
    00:07 Recap: the four phases of S&OP
    08:49 Why balancing week matters — and why most companies skip it
    15:20 The "loudest voice wins" problem in demand prioritisation
    30:03 Simulating MRP before it hits the ERP system
    31:47 Extending visibility up and downstream: suppliers in the picture
    34:26 Rule of delegation: what to resolve in week 3 vs. escalate to week 4
    36:18 Outputs of the balancing week
    25:37 How to get C-level to actually show up and engage
    27:25 Structuring the executive meeting: State of the Union + decisions
    09:17 Avoiding the post-planning firefighting trap
    37:22 The fifth step: following up on actual planning behaviour
    38:56 Summary & closing thoughts
    39:13 Outro & call to action

    Production
    This podcast is brought to you by Roima.
    This podcast is produced by Montanus.
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    40 分
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