Supply Chain · S&OP and planning transformation

One plan, one set of numbers, better service and working capital.

S&OP designed and run: demand and supply reviews, reconciliation with Finance, decision rights, inventory policy and a planning organisation with the competence to sustain it.

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Challenge

Forecasts built from distributor orders rather than demand, unreconciled with the financial plan
Excess and obsolete inventory absorbing working capital while availability suffers
Unclear decision rights between commercial ambition and supply reality
Uneven planning capability across divisions and markets

OREDJA Approach

01Design one S&OP cycleDemand review, supply review, reconciliation, executive S&OP with Finance.
02Rebuild demand planning and inventory policyStatistical baselines with market intelligence; targets by family and market; modal choices set deliberately.
03Build the planning organisationCompetence profiles, training and a KPI framework for planners.

Related cases

Supply ChainRetail & Consumer Goods

3 daysShorter delivery lead time to boutiques and partners, with inventory down 7%, after the supply-planning and network redesign

Network optimisation for a luxury group

A luxury group served boutiques, partners and online customers from a network that had grown by acquisition. OREDJA modelled it in Supply Chain Guru, tested the alternatives with the group’s own data and implemented the chosen design with a new supply-planning cycle. Delivery lead time fell by three days and inventory by seven per cent.

Client: Global luxury and beauty group, regional business
Engagement: Consulting engagement

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What could stronger procurement and supply chain do for your business?

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Global experience
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Lasting impact