MalakarConsultingMethod · Stage Three
How we fix it.
Findings that never reach the floor are just slides. These are the execution frameworks — the gates, cadences and metrics that turn a quantified plan into a delivered number.
Industry Playbooks
How execution actually differs by sector.
A PPAP gate, an API Q1 qualification and a commissioning-level delivery sequence are not interchangeable. Pick an industry to see the execution sequence we run there and what each step has to produce before the next one starts.
SCOR — the map we execute against
Execution needs a shared vocabulary or it turns into opinion. SCOR gives one: six process areas, each with defined metrics, so “improve delivery” becomes a number with an owner.
SCOR is maintained by ASCM (formerly APICS). The headline metrics we track from it: perfect order fulfilment, order fulfilment cycle time, upside supply chain flexibility, and cash-to-cash cycle time.
Bullwhip — measuring the distortion before rebuilding the plan
Order variability amplifies as it moves upstream. Before rebuilding an S&OP process, we measure how bad the amplification actually is, because the four documented causes have four different fixes.
A ratio above 1 means your ordering pattern is amplifying real demand. Lee et al. identify four causes: demand-signal processing, rationing and shortage gaming, order batching, and price fluctuation — each with a distinct countermeasure.
Lee, H.L., Padmanabhan, V. & Whang, S. (1997). “The Bullwhip Effect in Supply Chains.” Sloan Management Review, 38(3), 93–102. Companion technical paper in Management Science, 43(4), 546–558.
Requalification — APQP and PPAP, run properly
Moving a part is not a purchasing decision, it is a quality one. This is the gate sequence that keeps a resourcing event from becoming a recall, and the reason an eight-week relocation is realistic while a three-week one is not.
Advanced Product Quality Planning and Production Part Approval Process, as published by the Automotive Industry Action Group (AIAG). Capability gate is normally Cpk ≥ 1.33 on special characteristics.
SIOP / IBP maturity — knowing which rung you are on
Almost everyone says they run S&OP. The useful question is which stage, because the next move depends entirely on the answer.
Stage model after Grimson, J.A. & Pyke, D.F. (2007). “Sales and operations planning: an exploratory study and framework.” The International Journal of Logistics Management, 18(3), 322–346.
Why we publish this
None of these models are ours. They are published, taught and cited — and any competent team can apply them. What a client is actually buying is the judgement to know which one a situation calls for, the data work to populate it honestly, and the willingness to run the result all the way through execution when it is inconvenient.
Firms that keep the method hidden are protecting the impression that the method is the value. We would rather you check our arithmetic.
Run it on your own numbers.
Every model on this page is one you can apply yourself. If you would rather we ran it, the first pass is free.