状況

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.

課題

Compress the cycle, put one reconciled set of numbers in front of the executive review, and make that review decide.

実施内容

• 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.

結果

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.

• S&OP
• SAP IBP
• consensus forecasting

Figures are directional ranges from an anonymised engagement. Client name and absolute values withheld under NDA.

状況

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.

課題

Take working capital out of finished goods without moving the service level the business had committed to.

実施内容

• 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.

結果

Finished-goods inventory reduced by about 15–20% while the target service level held.

• Multi-echelon inventory
• safety-stock modelling
• SAP IBP

Directional range from an anonymised engagement. Client, SKU counts and absolute inventory values withheld under NDA.

状況

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.

課題

Bring the regions onto one integrated planning process and a single source of demand truth without stalling the regional teams mid-cycle.

実施内容

• 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.

結果

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.

• Integrated business planning
• o9
• S&OP governance

Anonymised engagement. Client, region names and volumes withheld under NDA.