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Anonimizados y a salvo de NDA, cifras en rangos. Abre una fila para ver la situación → tarea → acción → resultado completos.
- Situación
- The monthly S&OP cycle ran long and finished after the decisions it was meant to inform. Demand, supply and finance each planned off their own numbers, so the executive review re-argued the data instead of committing to a plan.
- Tarea
- Compress the cycle, put one reconciled set of numbers in front of the executive review, and make that review decide.
- Lo que hice
- Redesigned the four-step monthly cadence (demand review, supply review, reconciliation, executive S&OP), with a named owner, entry criteria and a decision log for each step.
- Configured the demand and supply review in the planning platform so every step worked from the same reconciled dataset.
- Built the reconciliation view that surfaced the gaps and the trade-off options the executive review had to choose between.
- Ran the first cycles hands-on and coached the client planners through hypercare.
- Resultado
- Planning cycle time down roughly 30–45%; the executive review now closes each month with signed decisions and a decision log instead of a re-run of the analysis.
Figures are directional ranges from an anonymised engagement. Client name and absolute values withheld under NDA.
- Situación
- Finished-goods inventory had grown faster than demand as the network added markets. Safety stock was set by rules of thumb rather than measured demand and lead-time variability, so cash was tied up without a service-level story to justify it.
- Tarea
- Take working capital out of finished goods without moving the service level the business had committed to.
- Lo que hice
- Rebuilt the safety-stock model on measured demand variability and actual supply lead-time variability by segment.
- Re-optimised stock targets against the promised service level rather than a flat days-of-cover rule.
- Segmented SKUs so the high-runner and long-tail portfolios got different policies.
- Set up the monthly review that keeps the targets current as variability shifts.
- Resultado
- Finished-goods inventory reduced by about 15–20% while the target service level held.
Directional range from an anonymised engagement. Client, SKU counts and absolute inventory values withheld under NDA.
- Situación
- Several regions each ran their own planning process, calendar and definition of demand. There was no single number the business could point to, and cross-region supply moves were negotiated by email.
- Tarea
- Bring the regions onto one integrated planning process and a single source of demand truth without stalling the regional teams mid-cycle.
- Lo que hice
- Defined one target planning process and data model, then ran a region-by-region rollout so no region went dark during cutover.
- Stood up a single demand-truth layer that every region planned from.
- Aligned the planning calendars so cross-region supply decisions happened inside the cycle.
- Trained regional key users and ran a shared hypercare desk across time zones.
- Resultado
- Regions unified onto one integrated planning process: 5 planning regions on a single monthly cadence and one demand number, replacing separate region-by-region processes.
Anonymised engagement. Client, region names and volumes withheld under NDA.
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