Describe resolving a gap between sales forecast and operational capacity.
Choose a time when sales expected more than operations could deliver. Explain how you brought data from both sides, such as forecast history, orders and actual capacity. Show that you built scenarios, like a high case, base case and low case, with costs and service effects for each. Describe how you led a meeting so sales and operations agreed one plan, perhaps with overtime, added shifts or phased deliveries. Give the result, such as improved service and fewer surprises, and what you learned.
How do you diagnose a forecast that is consistently high for one product family?
Start by confirming the bias is real, by measuring forecast error over several periods and seeing whether it is always on the same side. Then split the data by product, region, channel and customer to find where the over-forecast sits. Check for promotions that were planned but not run, or past promotions not removed from history. Look at product lifecycle, since old items decline while forecasts assume growth. Review manual overrides from sales, which are often optimistic. Fix the cause, and track bias after the change.
What should be decided in a monthly sales and operations planning meeting?
The monthly meeting should end with decisions, not just updates. First review the past month and agree one consensus forecast, so sales, finance and operations use the same numbers. Then compare it with capacity and supply limits. Where there are gaps, look at options, such as more shifts, moved demand, extra sourcing or a change in promotion. Decide which option to take, with the cost and risk understood. Assign an owner and date for every action, and escalate issues that cannot be solved.
A supplier delay threatens a major launch. How do you replan demand and allocation?
Begin by quantifying the shortfall, meaning how many units are missing and by which week compared with expected demand. Talk with the supplier and purchasing to learn firm dates and any partial deliveries. Explore alternatives, such as another source, other stock, substitute items or faster freight. Decide allocation using clear priorities, such as key customers, margin and launch commitments, and agree it with sales and leadership. Update the forecast and plan. Communicate early to customers and internal teams, and review progress often.