We establish S&OP as the link between strategy and operations. Through proactive planning, clear responsibilities, and regular alignment of demand with capacity, decisions are made in the best interests of the company as a whole. Sales & Operations Execution (S&OE) enhances S&OP and ensures consistent implementation. This allows you to keep costs and service under control at all times.
Building on S&OP, we integrate financial planning, capacity control and advanced scenario planning into IBP to achieve One Plan approach. This creates a common basis for decision-making across functions and time horizons and ensures that your growth, profit and capacity targets are planned and controlled consistently.
We establish transparency around where and why inventory is required across your supply chain and align inventory levels with demand uncertainty, service targets, and operational constraints. This optimizes working capital while simultaneously improving delivery performance.
Our segmentation approach allows you to meet your specific customer needs more effectively. By differentiating service levels and supply strategies, we guide you to avoid inflexible one-size-fits-all supply chain solutions.
Greiner Packaging International expanded without the supply chain organization following suit. This led to different performance standards, a lack of coordination and inefficiencies. Read here how the company overcame the siloed planning, improved the performance and took the SC organization to a new level.
Second part of the series, where we focus on common pitfalls during planning tool implementations. A new tool is more than a technical rollout — it’s an organizational change. Discover proven practices that help secure adoption, ROI, and long-term value.
Supply chain planning tools can drive real business value — or become expensive misfits. What makes a tool implementation successful? Often, it’s knowing what to avoid. For this reason, we collected the most common mistakes as well as best practices. In the first part, we focus on a software selection process.
An electrical equipment manufacturer faced rising costs, low productivity, and siloed processes. Within just 12 months, we helped the client achieve +16% productivity, reduce lead times by 35%, and achieve more than 5x ROI. This was made possible by a holistic transformation of planning and organizational structures.
AI in Supply Chain Planning – Part 3. In operational order management, it’s all about fulfilling many diverse customer requests in the shortest possible time. Read how Artificial Intelligence creates transparency, prepares decisions, and orchestrates the supply chain to optimally meet customer demands.
Operational firefighting leaves little time for proactive planning. A structured approach to capacity management and S&OP helps break the cycle. Discover how companies have improved productivity and delivery reliability.
