stratexo

In demand planning, nobody trusts a single number. POS scans, distributor orders, market intelligence — each signal has its own blind spot.

Most CS teams plan capacity as a to-do list that expands to fill the week. I borrow the S&OP habit of segmenting the book first, then scheduling a fixed number of hours against it — with a real buffer built in for what I can't predict.

Most CS orgs treat the renewal number like a one-time snapshot. This week's post borrows a habit from supply chain planning — the rolling forecast — and applies it to how I track renewals, size risk buffers, and decide which accounts get closer attention.

Churn isn't a support problem. It's a supply problem. Here's the framework a former supply chain strategist uses to run Customer Success like a forecast, not a report card.