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供应链 · 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.

Discuss your planning priorities

挑战

  • 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 方法

  1. 01Design one S&OP cycleDemand review, supply review, reconciliation, executive S&OP with Finance.
  2. 02Rebuild demand planning and inventory policyStatistical baselines with market intelligence; targets by family and market; modal choices set deliberately.
  3. 03Build the planning organisationCompetence profiles, training and a KPI framework for planners.

相关案例

供应链零售与消费品

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

奢侈品集团的网络优化

一家奢侈品集团通过并购形成的网络服务精品店、合作伙伴与线上客户。OREDJA 在 Supply Chain Guru 中建模，用集团自身数据测试备选方案，并连同新的供应计划周期落地所选设计。交付周期缩短 3 天，库存下降 7%。

客户
全球奢侈品与美妆集团，区域业务
项目类型
咨询项目

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