How to align sales with finance and supply chain?
Growth stalls when Sales, Finance, and Supply Chain pull in different directions.
Here’s a 10-point alignment model that helps promoter-led companies turn conflict into collaboration.
1. Single Version of Truth (SVOT): Create one shared dashboard for leadership team of every function (sales, collections, stock, margins). No silos, no “my data vs your data.”
2. Monthly Joint Planning Meeting: Sales, Finance, and Supply Chain must co-own one monthly plan-not three separate ones.
3. Promoter as Arbiter, Not Operator: The promoter should set ambition and guardrails but let the three functions solve within that framework.
4. Set Sales Targets with Margin Guardrails: Every sales plan must also carry a minimum gross margin requirement approved by Finance.
5. Rolling Forecasts, Not Static Budgets: Demand changes weekly. Use rolling 90-day forecasts, co-owned by Sales and Supply Chain, ratified by Finance.
6. Inventory as a Shared KPI: Inventory holding days should be tracked jointly—not dumped on supply chain. Sales must take accountability.
7. Cash Flow Visibility: Finance should openly share working capital limits. Sales targets must respect the cash cycle.
4. Set Sales Targets with Margin Guardrails: Every sales plan must also carry a minimum gross margin requirement approved by Finance.
5. Rolling Forecasts, Not Static Budgets: Demand changes weekly. Use rolling 90-day forecasts, co-owned by Sales and Supply Chain, ratified by Finance.
6. Inventory as a Shared KPI: Inventory holding days should be tracked jointly—not dumped on supply chain. Sales must take accountability.
7. Cash Flow Visibility: Finance should openly share working capital limits. Sales targets must respect the cash cycle.
8. Cross-Functional KPIs: Example: “OTIF (On Time In Full)” delivery should be Sales + Supply Chain’s joint KPI, not just supply chain’s headache.
9. Decision-Making Rhythm: Weekly “tactical” huddles (execution) + monthly “strategic” reviews (course correction). Keep meetings short but consistent.
10. Celebrate Wins Together: Did you hit volume, margins, and delivery? Recognize all three teams, not just sales. Culture shifts when recognition is shared.
Why this matters for promoter-driven businesses:
In Indian mid-sized companies, promoters often mediate between sales aggression and finance caution. With this model, promoters stop being fire-fighters and become growth enablers because teams align before problems land on the promoter’s desk.
At ZA Consulting, we help leaders become growth enablers.