Identified and Implemented Supply Chain Best Practices through S&OP Simulation
Delivered a step change in Business and Operational planning capabilities in less than 6 months.
- Finance & Operations
- Food & Beverage
This has had such a profound effect on how we operate that we now talk about before Value Race, and after Value Race.
CFO
Case for Change
An International Beverage Company was already a strong leader in its market yet wanted to improve the overall resilience of its planning systems and processes through an initial diagnostic of its Supply Chain.
Shared Vision
To implement an operational improvement in the end-to-end planning of the company, covering people, processes and tools. To action the various workstreams defined in the diagnostic with aggressive timings, of which the implementation of a best-in-class S&OP was part.
Feasible Plan
Working with the Management Team, we identified 5 workstreams with specific milestones and deliverables. We fixed some immediate burning issues linked to poor systems capabilities, developed an S&OP Playbook, coached the teams through initial S&OP steps, upgraded their planning systems and planned their logistic landscape to cope with their growth plans.
Capability to Deliver
The upgraded planning system was implemented in less than 6 months, the S&OP first cycles started 4 months after the start of the diagnostic and ~60 functional leaders were trained in the new way of working through the Business Simulation Game: Value Race.
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The approach that you provided was simple to understand, all the team were involved throughout and the speed at which we did it was - for me - unbelievable, especially compared to the hours and hours and multiple Excel files we used in the other Business Units. I was just amazed at the quality for the output.
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