Master Planning Matrix
A planning aspect is the subject being addressed. A method explains how it is addressed. An engine determines how it is computed. Industry context determines what the result means. Explore all eight planning domains across nine dimensions.
| Compare | Domain | Defining Decision | Horizon | Method | Value Outcome |
|---|---|---|---|---|---|
| Demand | What demand should the enterprise prepare for? | Short–Long | Statistical, causal models, ML, analogy, judgment, consensus | Revenue · Service level · Forecast risk · Inventory | |
| Supply | How can demand be fulfilled feasibly? | Short–Medium | Propagation, heuristics, optimization, scenarios | Cost · Service · Revenue protection · Resilience | |
| Inventory | Where, when, and how much inventory should be held? | Short–Medium | Projection, reorder policy, safety stock, MEIO, simulation | Availability · Working capital · Provisions · Resilience | |
| Capacity | Which resources should be used, added, or constrained? | Medium–Long | Calculation, rough-cut planning, simulation, optimization | Utilization · Cost · Service · Capital investment | |
| Allocation | Who should receive scarce supply, and according to which policy? | Immediate–Short | Rules, fair share, prioritization, multi-objective optimization | Revenue protected · Contribution margin · Fairness · Penalties avoided | |
| Response | What coordinated action should follow a material change or exception? | Immediate–Short | Impact analysis, scenarios, rules, optimization, agent assistance | Speed · Resilience · Service · Risk reduction | |
| S&OP / IBP | Which demand, supply, capacity, inventory, and financial plan should the enterprise commit to? | Medium–Long | Reconciliation, scenarios, consensus, decision governance | Alignment · Accountability · Revenue · Margin · Cash · Risk | |
| Op–Financial | What are the financial consequences of the operating plan, and are plans mutually consistent? | Short–Long | Driver models, reconciliation, scenarios, variance bridges | P&L · Balance sheet · Cash flow · Working capital · Capital returns |
What demand should the enterprise prepare for?
How can demand be fulfilled feasibly?
Where, when, and how much inventory should be held?
Which resources should be used, added, or constrained?
Who should receive scarce supply, and according to which policy?
What coordinated action should follow a material change or exception?
Which demand, supply, capacity, inventory, and financial plan should the enterprise commit to?
What are the financial consequences of the operating plan, and are plans mutually consistent?
Showing 8 of 8 planning domains · Click any row to open full detail