Free Excel download · Last updated September 2026
An S&OP template brings the monthly plan into one place at product-family level: what customers will buy, what you can supply, what that does to stock, and what it means for revenue and profit against the budget. This workbook links those steps with live formulas, so a change in the consensus demand plan flows through to inventory, the gap to AOP and the executive summary.
What's inside the workbook
| Sheet | What it does |
|---|---|
| Executive Summary | The one-page view for the executive S&OP meeting: demand vs AOP, supply, capacity use, closing stock, revenue, gross profit and margin by month, a demand-vs-AOP chart, and a log for decisions, owners and due dates. |
| Families | Your product families with price, unit cost, opening stock and target weeks of cover. |
| Demand Review | Last year's actuals, the statistical forecast, the consensus demand plan and the AOP volume by family and month, with the consensus-vs-AOP gap. |
| Supply Review | Planned supply (production or purchases) and available capacity by family and month. Capacity use above 100% is flagged red. |
| Inventory | Projected closing stock and weeks of cover by month. Below target is red; more than 1.5× target is amber. |
| Financial Review | Revenue of the consensus plan and the AOP, the revenue gap, and gross profit. |
| Read Me | How to use the workbook and the definitions it uses. |
Preview
| Measure | Oct-26 | Nov-26 | Dec-26 | Jan-27 | Feb-27 | Year |
|---|---|---|---|---|---|---|
| Consensus demand (units) | 31,067 | 32,897 | 41,357 | 27,631 | 27,085 | 399,358 |
| AOP volume (units) | 31,458 | 33,113 | 41,391 | 28,146 | 26,490 | 402,325 |
| Demand vs AOP | -1.2% | -0.7% | -0.1% | -1.8% | 2.2% | -0.7% |
| Capacity use | 83% | 90% | 118% | 72% | 73% | 90% |
| Revenue gap to AOP | -22,819 | -1,281 | -11,167 | -33,263 | 13,669 | -170,383 |
| Gross margin | 39.8% | 40.0% | 39.9% | 40.0% | 39.9% | 39.9% |
How to use the S&OP template
- Set up your families on the Families sheet. S&OP works at an aggregate level: five to twenty product families, not individual SKUs.
- Demand review. Enter last year's actuals, the statistical forecast and the AOP. After the demand review meeting, enter the consensus demand plan the team agreed.
- Supply review. Enter planned production or purchases and the capacity available. Check the capacity-use rows for anything above 100%.
- Check inventory. The Inventory sheet projects closing stock and weeks of cover. Red means you'll run below target, amber means stock is building up.
- Reconcile with finance. The Financial Review shows revenue and gross profit of the plan against the AOP, so the gap is visible before the executive meeting.
- Hold the executive meeting from the Executive Summary, and record each decision with an owner and due date in the log.
The five steps of a monthly S&OP cycle
| Step | What happens | Sheet |
|---|---|---|
| Data gathering | Close last month's actuals and refresh the statistical forecast. | Demand Review |
| Demand review | Sales, marketing and planning agree the unconstrained consensus demand plan. | Demand Review |
| Supply review | Operations checks the plan against capacity and materials and proposes supply. | Supply Review, Inventory |
| Pre-S&OP (reconciliation) | Planning and finance compare the plan with the AOP and prepare options for the gaps. | Financial Review |
| Executive S&OP | Leadership decides on the gaps and trade-offs and signs off the plan. | Executive Summary |
How the template calculates the plan
Closing stock never goes below zero: if supply can't cover demand, the shortfall is a lost sale in this simple model, and it shows up as red weeks of cover.
When a spreadsheet S&OP stops being enough
A family-level workbook is a good way to start S&OP. It gets hard to maintain when the families have to be built up from thousands of SKUs, when supply has to be checked against real bills of materials, or when several people edit the same file before the meeting.
Planamind builds the plan from SKU level: the forecast feeds a daily supply simulation and MRP, and the plan flows into a gross-profit P&L and a revenue bridge against your AOP (volume, price and mix). Ana's Monthly Review commentary explains what changed and where to intervene, and comments, tasks and reason codes keep the actions from each meeting attached to the plan. Planamind does not model finite production capacity. See S&OP collaboration & reporting.
Frequently asked questions
Is the S&OP template free?
Yes. Download the Excel file and use it with your own data. It includes illustrative sample data so you can see how it works first.
What is the difference between S&OP and demand planning?
Demand planning produces the forecast. S&OP is the monthly process that takes that forecast, checks it against supply and the financial plan, and gets the leadership team to agree one plan and the decisions needed to deliver it.
Should S&OP be done at SKU level?
Usually not. Executive S&OP works at product-family level, where decisions about capacity, stock and budget are made. SKU-level detail belongs in the demand and supply plans underneath.
Can I use it for IBP (integrated business planning)?
The workbook covers the core of IBP: demand, supply and the financial view against the AOP. Full IBP adds more financial detail and scenario planning, which is where planning software helps.
How many product families can it handle?
The sample has five. Copy a row in each block and extend the totals to add more; around twenty families keeps the executive summary readable.