Consensus-Based Planning Models

𝗛𝗮𝗿𝗻𝗲𝘀𝘀𝗶𝗻𝗴 𝗖𝗼𝗹𝗹𝗲𝗰𝘁𝗶𝘃𝗲 𝗜𝗻𝘁𝗲𝗹𝗹𝗶𝗴𝗲𝗻𝗰𝗲 𝗶𝘀 𝗞𝗲𝘆 𝘁𝗼 𝘁𝗵𝗲 𝗙𝘂𝘁𝘂𝗿𝗲 𝗼𝗳 𝗛𝗲𝗮𝗹𝘁𝗵 Breakthroughs seldom happen in isolation. The methods applied can make all of the difference. It is not easy to tap the minds of specialists from around the world. The Health team at the Copenhagen Institute for Futures Studies use the Delphi Method in their work with the Respiratory Health Initiative. Through structured, anonymous iterative rounds, experts share insights, challenge assumptions, and gradually move toward consensus. What makes this approach so powerful is that it systematically eliminates groupthink while capturing the full spectrum of expert knowledge. When dealing with respiratory health's complex future landscape that include climate change variables, emerging pathogens, and evolving treatment modalities, this method provides unprecedented clarity in very uncertain territories. Even when complete consensus is not reached, the method helps illuminate exactly WHY experts disagree. This is often the most valuable insight of all! For health systems planning for future respiratory challenges, this approach offers 𝗲𝘃𝗶𝗱𝗲𝗻𝗰𝗲-𝗯𝗮𝘀𝗲𝗱 𝗳𝗼𝗿𝗲𝘀𝗶𝗴𝗵𝘁 that no expert panel could match. 

Many businesses struggle with misaligned plans, inaccurate forecasts, and poor delivery performance. The root cause often lies in a disconnected planning structure. Here’s a proven model for a high-performing supply chain planning organization: VP of Supply Chain Planning: The strategic leader overseeing the entire planning process, ensuring alignment with overall business goals. Three Core Pillars: 1. S&OP (Sales & Operations Planning) Lead: This role is the glue that holds everything together. They drive the consensus-based planning process that balances demand and supply, aligning with the company's budget and strategic objectives. • Key Metrics: Plan vs. Budget Alignment, Consensus Forecast Accuracy, On-Time In-Full (OTIF). 2. Demand Planning Lead: This team is responsible for creating the most accurate picture of future customer demand. They are the foundation of the entire planning process. • Team: Demand Planners, Demand Analysts • Key Metrics: Forecast Accuracy (WMAPE/MAPE), Forecast Bias, Forecast Value Add (FVA). 3. Supply Planning Lead: This team takes the demand plan and creates a feasible supply plan to meet it. They are the architects of an efficient and responsive supply chain. • Team: Supply Planners, Capacity Planners, Materials Planners • Key Metrics: On-Time In-Full (OTIF), Plan Adherence, Capacity Utilization. Why this structure works: • Clear Accountability: Each team has defined responsibilities and metrics. • Improved Alignment: The S&OP process ensures everyone is working towards the same goals. • Enhanced Performance: Focusing on the right metrics drives continuous improvement. Stop firefighting and start planning strategically. A well-defined planning organization is the first step. #SupplyChain #SupplyChainManagement #Planning #Logistics #S&OP #DemandPlanning #SupplyPlanning #Leadership #BusinessStrategy #Operations

You’ve all heard the advice: During strategic planning, you need to prioritize. But how do you *actually* do that? There are two common approaches I use (I'll share them below!). I'm thrilled to share we successfully applied Approach 1 at our sustainability planning retreat yesterday. It helped us prioritize in an objective, transparent way. . APPROACH 1: Criteria-based decision-making for prioritizing. ⮕Useful for new programs, when there aren’t enough pilot projects to have tested what works and what doesn’t work. ⮕Have the whole project team develop the criteria together. ⮕First, use the criteria to help you develop initial draft priorities that are focused on factors important for your organization’s success – and your impact. ⮕After you’ve developed a list of draft priorities, you can assign numerical scores to each priority and for each criterion. This results in an aggregate score per priority that can be used for ranking importance. ⮕ Finally, based upon ranking (combined with some group discussion) you can narrow your total number of priorities. . APPROACH 2: Consensus-based approach for narrowing strategic priorities. ⮕ People get nervous about consensus! But I have seen this work time and time again, in the context of a well-designed planning process. ⮕Even in a consensus-based approach, it’s still common to have one final decision maker who approves the goals (most often the executive director). 🔔Stay tuned, new blog coming later this week to share more on this approach! ________________________________________________ Hi, I'm Elizabeth, Environmental Economist with Sustainable Economies Consulting, LLC. We help organizations gain clarity and have more impact through strategic planning, community engagement, and economic analysis. We're proud to partner with many small firms, including Hannah Tyler, MPA with Tyler Tactics Consulting.