# Supply Review Meeting Agenda

The supply review is the second formal meeting in the monthly IBP cycle. It takes the consensus demand plan from the demand review and answers a critical question: can we deliver it, and at what cost?

Where gaps exist between demand and supply capability, this meeting identifies them, proposes solutions, and escalates trade-off decisions to the executive IBP meeting.

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# Meeting Overview

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# Pre-Meeting Preparation Checklist

• Consensus demand plan loaded into the supply planning system
• Capacity analysis run against demand plan by plant / work center
• Material availability review completed for critical components
• Inventory projections updated (current position + planned receipts - planned demand)
• Supplier delivery performance reviewed for prior period
• Supply exceptions identified (items where demand exceeds capacity or material availability)
• Preliminary supply scenarios prepared for major gaps
• Pre-read distributed to attendees (2 business days prior)

# What goes in the pre-read

1. Demand vs. capacity comparison by plant/resource (highlight constraints)
2. Inventory projection summary (weeks of supply by family)
3. Material risk summary (long-lead items, sole-source concerns)
4. Supply exception list with preliminary recommendations
5. Prior period supply performance (OTIF, schedule adherence)

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# Agenda

# 1. Review Prior Actions (5 min)

• Walk through open action items from the previous supply review
• Confirm completed items; escalate overdue items
• Output: Updated action log

# 2. Supply Performance Review (15 min)

• Prior period performance vs. plan:
  • Production schedule adherence
  • Supplier on-time delivery
  • Customer OTIF (on-time in-full)
• Inventory performance: actual vs. target weeks of supply by family
• Root cause analysis on significant misses
• Output: Performance summary and trend analysis

# 3. Demand-Supply Balancing (25 min)

This is the core of the meeting.

• Walk through the demand-supply gap analysis by product family:
  • Where does demand exceed supply capability?
  • Where is supply capability significantly above demand (excess capacity, overstock risk)?
• For each gap, evaluate options:
  • Overtime / additional shifts — cost and feasibility
  • Outsourcing / contract manufacturing — lead time and quality implications
  • Inventory pre-build — working capital impact
  • Demand shaping — can we shift demand timing or mix? (escalate to executive meeting)
  • Allocation — if supply is truly constrained, how do we prioritize?
• Apply scenario planning for significant uncertainties
• Output: Proposed supply plan with identified gaps and recommended actions

# 4. Capacity Outlook (10 min)

• Capacity utilization by critical resource over the 18-month horizon
• Planned capital investments or capacity additions
• Maintenance windows, shutdowns, and their impact on supply
• Identify capacity constraints expected in the 3-6 month horizon
• Output: Capacity summary and forward-looking constraint report

# 5. Procurement & Material Risks (10 min)

• Critical material availability: long-lead items, sole-source components, commodity exposure
• Procurement risks: supplier financial health, geopolitical risk, logistics disruptions
• Alternate sourcing status for at-risk materials
• Purchase commitments required in the upcoming period
• Output: Material risk register, procurement action items

# 6. Supply Plan Agreement (10 min)

• Confirm the proposed supply plan by product family
• Summarize key assumptions and constraints
• Identify items requiring executive decision (trade-offs, investment, demand shaping)
• Assign action items with owners and due dates
• Output: Agreed supply plan and escalation items

# 7. Escalation Items for Executive Review (5 min)

• Demand-supply gaps that require cross-functional trade-off decisions
• Capital investment requests tied to capacity constraints
• Inventory policy changes that affect working capital
• Supplier strategy decisions (dual-sourcing, long-term contracts)
• Output: Escalation summary for the executive IBP meeting

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# Meeting Outputs Summary

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# Common Pitfalls

• Reopening the demand plan — The demand number was agreed last week. If supply planning disagrees, escalate to the executive meeting — don't relitigate here.
• Only looking at the current month — The supply review should cover the full 18-month horizon. Near-term execution is important, but medium-term capacity constraints need visibility now.
• No financial context — A supply plan without cost implications is incomplete. Even rough cost estimates for overtime, outsourcing, or pre-builds help the executive meeting make trade-offs.
• Ignoring inventory — The supply plan isn't just production. Inventory projections reveal whether the plan results in the right stock levels — too much ties up cash, too little risks service failures.

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# Further Reading

• Supply Planning — The full supply planning process, MTS/MTO/ATO strategies, and supply hierarchy.
• Capacity Planning — RCCP, CRP, bottleneck management, and capacity strategies.
• Procurement Planning — Supplier risk management and make vs. buy analysis.
• Demand Review Agenda — The meeting that produces the demand plan this meeting consumes.
• Executive IBP Agenda — The meeting that resolves escalation items from this meeting.