Sales and Operations Planning. How conflict and consensus affect S&OP Performance?

Sales and Operations Planning (S&OP), as a cross-functional process integrating demand, supply, and financial planning, plays a critical role in improving organizational performance. However, despite its widespread adoption, the behavioral dynamics underlying S&OP effectiveness, particularly conflict and consensus, remain fragmented and insufficiently explored in the academic literature. This study addresses this gap by examining how different types of conflict and forms of consensus emerge and interact within the S&OP context. The research begins with a review of existing literature on S&OP, conflict, and consensus, outlining key concepts and identifying limitations in current theoretical and empirical approaches. Particular attention is given to the lack of integration between behavioral and process-oriented perspectives. Building on this theoretical foundation, the study presents the results of a systematic literature review. Through the analysis of a structured corpus of academic articles, the research identifies key types of conflict, forms of consensus, and the mechanisms linking them to firm performance. The findings highlight the importance of managing conflict constructively and fostering effective consensus to enhance decision-making quality and organizational outcomes.