Sales and Operations Planning (S&OP) is a practice that integrates an organization s business plans over a medium-term horizon (3 to 18 months). However, recent events such as supply chain disruptions have challenged this approach, requiring a more agile and short-term response. Sales and Operations Execution (S and OE) then emerged, working over shorter time frames, complementing S and OP by translating tactical plans into daily operational actions, with more frequent updates. Despite its growing importance, S and OE is still little explored in the academic literature. Therefore, this dissertation aims to deepen the theoretical and practical understanding of S and OE, clarifying its importance in companies that already use S and OP, in addition to identifying benefits, challenges and guidelines for its implementation. To this end, the dissertation conducts a multiple case study with two distributors - one in the oil and gas sector and the other in the healthcare sector - that are implementing practices related to S and OE. The benefits observed include greater agility and better alignment between areas. Challenges include the lack of formalization of the process and the need for integration between systems. The study also proposes a RACI matrix and a framework to integrate S and OE and S and OP. The contribution is relevant both for the academic community and for companies that want to improve their planning execution in the short term.