The scoreboard, and what is not on it. The hard targets, how often each is actually
looked at, and the quiet signals that never reach a dashboard.
S&OP Forecast Accuracy
How closely our production schedule aligns with the consensus demand forecast from Sales & Operations Planning.
Target · Improve from 80% to 90% (or better) against actual sales for the next 3-6 month window. If the S&OP forecast predicted 10,000 units of Product A for Q3, and we actually sold 9,200, that's 92% accuracy. You'll be driving the improvements here.
On-Time In-Full (OTIF) Delivery
The percentage of customer orders delivered completely and on time, reflecting our ability to meet commitments.
Target · Maintain >98% OTIF across all product lines, with specific focus on reducing late or incomplete orders. Out of 1,000 orders in a month, only 15 were either late or missing items. That's 98.5% OTIF. You'll be digging into the root causes for the 1.5%.
Production Schedule Adherence
How well the factory actually follows the published production schedule, indicating stability and predictability.
Target · Achieve >95% adherence to the Master Production Schedule (MPS) for the current month's 'frozen zone'. If the MPS said we'd make 500 units of Product B today, and we only made 475, that's 95% adherence for that specific item. You'll be accountable for the overall plant average.
Inventory Turns (Work-in-Progress & Finished Goods)
How many times inventory is sold or used over a period, indicating efficient capital use and reduced holding costs.
Target · Increase WIP and FG inventory turns by 10-15% annually through optimised scheduling and reduced safety stock. If a product line had £1M in average inventory and sold £4M worth of goods, that's 4 turns. You'd aim to push that to 4.4-4.6 turns next year.
P&L Impact (Cost Savings & Throughput)
The tangible financial benefits delivered through improved scheduling, such as reduced overtime, lower inventory holding costs, or increased production capacity.
Target · Deliver a documented £500K - £1M+ in annual cost savings or throughput improvement directly attributable to scheduling optimisation. By optimising changeover times across three key production lines, your team reduces annual overtime by £300K and increases available capacity, allowing for an extra £700K in sales without new capital expenditure. That's £1M impact.
Team Development & Retention
The growth and engagement of your scheduling team, including their skill development and job satisfaction.
- Regular 1:1s, documented development plans for each team member, successful internal promotions, low voluntary attrition rates (below 10%), positive feedback in employee engagement surveys regarding leadership and growth opportunities.
Process Improvement & Automation Adoption
Your ability to identify and implement improvements in scheduling processes, including the adoption of new tools or AI capabilities.
- Documented process improvements (e.g., reduced time to create MPS), successful pilot and rollout of new scheduling software features, measurable time savings from AI tool adoption, positive feedback from the team on process efficiency.
Cross-functional Collaboration & Influence
How effectively you work with other departments (Sales, Finance, Manufacturing) to achieve scheduling goals and resolve conflicts.
- Proactive involvement in S&OP meetings, positive feedback from peer departments on your team's responsiveness and problem-solving, successful negotiation of schedule changes with minimal friction, being sought out for input on strategic operational decisions.
Risk Management & Resilience
Your foresight in identifying potential supply chain or production risks and developing contingency plans to mitigate them.
- Development and regular review of scenario plans for critical materials or equipment, documented risk mitigation strategies for key product lines, successful navigation of unforeseen disruptions with minimal impact on customer delivery, proactive communication of potential risks to leadership.
