Pam assisted a manufacturing business, operating in a volatile and competitive environment, it was experiencing unacceptable variances in quarterly sales forecasting and production planning resulting in disconnects between these two critical elements of the business, and ultimately resulting in service levels far below expectations of 92-95%. Business units paid “lip service” to the process and multiple financial consequences of poor S&OP process implementation were evident in the business e.g. high waste, stock write-off, unavailability of stock during promotional activity, poor planning and communication of plan to business etc. The change management and operational improvement team designed a methodology to assist the business fully implement a process that they all could buy-in to and could be sustainable going forward. They facilitated the design and implementation of the full S&OP process thus ensuring it is streamlined, consistent, and endorsed by the local business as viable and sustainable. Changed behaviours were embedded along with stakeholder engagement and project sponsorship thus ensuring long-term sustainability.