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.
Benefits
Establishment of a local and central governance including all CxOs
Harmonization of planning practices
Coaching and skills development for local and central teams
Results
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
