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Sales & Operations process consultation
Digitizing supply chain planning processes is a major investment. Here's what a $10b company discovered with their feasibility study.
Why managing AI risk presents new challenges
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The difficult of using AI to improve risk management
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How to bring AI into managing risk
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Pros and cons of using AI to manage risks
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Benefits and opportunities for risk managers applying AI
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A Multinational Food and Biotechnology CorporationRevenue:
USD 10 Billion
Operates in 36 Countries
ISSUES ADDRESSED
The organization faced significant challenges, prompting the need for a supply chain planning system that leveraged digital tools. The primary goals were to enhance operational efficiency, elevate planning accuracy, and expedite decision-making through data-driven simulations.
ORGANIZATIONAL CHALLENGES
- Lack of Integration: Existing demand planning and supply planning systems operated in isolation.
- Excel Dependency: Most planning processes heavily relied on manual data updates in MS Excel, leading to human errors.
- Limited Forecasting Methods: The organization faced challenges due to minimal use of statistical forecasting methods and low forecast accuracies.
- Workload and Productivity: Operations and planning teams experienced high workloads and reduced productivity.
- Absence of Scenario-Based Decision-Making: The organization lacked capabilities for scenario-based decision-making.
TRANSFORMATION SOLUTIONS
During the consulting phase, the focus was on initiating an S&OP transformative journey, pinpointing gaps, and resolving operational issues. Key actions included:
- Business Study: Conducted a comprehensive study of current processes in collaboration with each department.
- Stakeholder Engagement: Interviewed key stakeholders in Sales, Demand Planning, Production, Procurement, Finance, and IT.
- Critical Review: Evaluated key business areas, covering people, processes, data, and systems.
- Goal Definition: Documented the current business situation, challenges, opportunities, and new business goals.
- Areas of Improvement: Identified core areas for enhancement, laying the foundation for a responsive supply chain and planning process.
ACHIEVED RESULTS
- Process Optimization: Identified and documented process changes to drive tangible business value.
- Stakeholder Alignment: Reviewed recommendations with key stakeholders and business owners, ensuring alignment.
- To-Be Recommendations: Formulated To-Be process recommendations encompassing an ROI Tracker, proposed IT landscape, and revamped Supply Chain departmental planning processes.
This transformative journey not only addressed existing challenges but set the stage for a more agile and efficient supply chain and planning framework.
