01 Jan S&OP process and planning system
Definition and implementation of an S&OP process and planning system across several countries
Duration : 6 months
The client, a leader in optical distribution, has a turnover of 3.5 billion. It has 7200 stores and is present in 40 countries worldwide.
Challenges and opportunities
Definition of a standard S&OP process for the whole Group and constitution of a playbook, sourcing and implementation of an adapted planning system. Finally, it was a question of accompanying the countries in the implementation of the process.
This client has a large assortment of non-exclusive and private label products. It was experiencing recurrent stock-outs in stores and warehouses with a high inventory weight. Therefore, they wanted to bring planning practices back to market standard with alignment of practices across all countries.
Establishment of a local and central governance including all CxOs
Harmonization of planning practices
Coaching and skills development for local and central teams
Improved reliability of forecasts
Decrease in the rate of out-of-stocks in stores
Reduction of the global stock in warehouse and store
Improved stock quality in terms of post-season residuals