We support global companies in cultivating self-driven teams, empowered for any business challenge ahead.
Client’s Success Story A
An international solutions provider for water-bearing systems for building and supply technology with globally 6 plants.
Our Challenge:
The COVID pandemic and the SAP/R3 implementation in the factories resulted in an overflow of orders with lead times of more than a year.
Situation Analysis:
Alongside panic buying by customers during COVID-19, the MTO (Make-to_Order) environment was not functioning optimally in SAP. We needed to create additional MTS (Make-To-Stock) processes, considering the order volume, and unclear capacity information.
The main plant was complex and therefore scheduled to be the last in the SAP implementation, however, processes lacked alignment, leading to significant frustration at plant personnel.
Achievements:
We focused first on customer satisfaction in regards to lead time information: We collaborated with plant personnel and SAP/R3 consultants to transition from Make-To-Order to Make-To-Stock.
By utilizing the SOP-process in SAP, we generated delivery dates for customers as an interim solution. The workload increase for the staff was not acceptable though and needed further improvement.
One big issue was the lack of SAP-knowledge within the teams: We improved this with “end-to-end demand and supply chain trainings in SAP/R3” for management and planning teams.
To improve forecasting data, we successfully merged the sales planning team with the production team’s expertise.
We incorporated information from the new CRM-tool (Customer Relationship Management) and we increased sales team responsibility when the Central European team took over as project lead.
We successfully rebuilt the SAP production capacity data at the main plant and improved the sharing of knowledge among teams of all plants.
We established a supply planning team with production planners from different plants, standardizing reporting.
We introduced monthly S&OP meetings, locally and globally. We aligned on a consensus demand, considering available production capacity and allocated resources.
The implemented customer prioritization in SAP did not work smoothly and we implemented a new allocation process.
As SAP/R3 was insufficient for the planning needs, we explored software alternatives with Group IT.
Client’s Success Story B
A globally leading manufacturer of caravan and boat components with more than 20 production facilities worldwide.
Our Challenge:
We needed to implement demand and supply planning with a Sales & Operations Planning platform, to improve the capacity utilization.
Situation Analysis:
There were OEM-driven plants with demand data, mostly for the next 6 months. Other product areas had little information. Motivated by high inventory levels and lack of information, the distribution center had already begun installing new warehouse space and a forecasting Software. In total, there were more than 20,000 products and various business units operating with different seasonalities. Many plants were running their own ERP system, increasing complexity.
Achievements:
We developed and implemented the Sales and Operations Planning (S&OP) process for the EMEA region, engaging key stakeholders from sales and management across all countries and plants to ensure a supportive environment.
In the domain of forecasting, we introduced an ABC-xyz analysis for a rolling monthly reclassification due to seasonal impacts.
We introduced seasonal curves per product category, which enabled the team to automate the forecasting of 90% of the products.
For integrating market intelligence, we prioritized team building and training on forecasting within the Software.
Still 3000 products had to be forecasted manually, which needed further workload reduction: The newly established demand review meetings would not be able to cover such an amount of details.
We analyzed EMEA-wide sales and identified SKUs driven significantly by specific countries.
We implemented an automatic rule that other countries were not allowed to forecast these SKUs. Their volumes were added automatically.
We implemented a monthly updated executive cockpit for the main KPIs.
We achieved a forecast accuracy of >90% for the top 20% SKUs and reduced the number of SKUs for a “manual” forecast to approx. 100 to 150 per country.
Our efforts led to a reduction of inventories of almost 25%.
In supply planning we formed a team out of production-planning staff in the plants and team members from the distribution center.
We integrated the forecasting data utilization in the local planning processes for a start in Excel.
We completed the pilot S&OP with one BU successfully and initiated the roll-out to other business units.
When a “Director Global Logistics” was appointed to control inventory levels, we had already obvious success with the S&OP process in EMEA.
He supported a global roll-out and we trained the APAC and Americas regions.
Client’s Success Story C
A global player in Notebooks, Consumer Electronics and Televisions operating across multiple regions in EMEA.
Our Challenge:
The company faced challenges in aligning its regional operations and optimizing its supply chain processes. They recognized the need for improving planning capabilities and enhance overall operational efficiency.
Situation Analysis:
The company’s decentralized structure led to inconsistencies in processes across regions, hindering overall efficiency.
Their existing planning systems were inadequate for managing complex demand and supply chains. Additionally, the organization needed to improve its strategic planning and execution capabilities, particularly in aligning regional teams towards common objectives and adapting to market fluctuations.
Achievements:
After implementing S&OP for an agile planning approach, we have been able to implement the “Kinaxis” planning platform, which was significantly improving demand and supply data, resulting in high planning quality and optimized product allocation to all sales regions.
We developed a target alignment on management level for all sales regions and their central management board based on SWOT analysis and a clear Balanced Scorecard approach with monthly reporting and data alignment.
We achieved an optimized service delivery through shared best practices and improved collaboration between organizations.
We successfully implemented process automation initiatives, including coordinating the ERP update and improving the Available-to-Promise (ATP) system with a new product allocation process to regions and customers.
We decentralized the customer service team, training them in an addional role as regional demand planners to improve communication and responsiveness for the business unit.
The organizational change led to an agile organization and process structure, capable of adapting easily to both market growth and contractions.
Our Strategic Lever
S&OP and IBP will drive the following aspects:
1. Enhancing Decision-Making Capabilities
Gain comprehensive insight into your business landscape, enabling you to make well-informed strategic decisions.
2. Improving Financial Performance
Optimize inventory, streamline operations, and increase profitability across your organization.
3. Fostering Cross-Functional Collaboration
Align cross-functional and cross-regional teams towards common goals, promoting a culture of collaboration and shared success.
4. Increasing Organizational Agility
Effectively manage market fluctuations, adapt to challenges, and maintain a competitive edge.
5. Strengthening Leadership Impact
S&OP strengthens your team by guiding into full process-ownership and is condensing complexity into clarity.
