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The purpose of this paper is to analyse the relationship between key behavioural indicators (KBIs), Sales and Operations Planning (S&amp;OP) efficiency, and perceived firm performance (in terms of sales, cost, and finance) as well as secondary performance indicators. KBIs and S&amp;OP efficiency are novel concepts that still need operationalisation and thus call for an explorative approach. The paper is based on a questionnaire-survey among Danish manufacturers that have an S&amp;OP process in operation. The survey consists of multiple respondents from each company covering sales, operations, finance, and the S&amp;OP process manager. Data reveals that there is a positive relationship between KBIs and S&amp;OP efficiency among the respondents. Furthermore, data indicate that process efficiency is positively related to sales and operational performance. The results also reveal that firm-size controls the relationships between process efficiency and operational performance. The results indicate that it does pay off to focus on soft issues (in terms of behaviour and process efficiency) in S&amp;OP processes to enhance sales and operational performance.

The relationship between behaviour, process efficiency, and performance in sales and operations planning