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

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