S&OP Transformation

A F500 CPG company with 30+ global brands was ready for a substantial redesign of its Sales & Operations Planning (S&OP) process. For the last update—which took place nearly a decade earlier—the company engaged a traditional consulting firm. This time, the CFO hoped to keep more of the process in house.

Both the CFO and the head of Supply Chain could identify the major challenges: rationalizing the number and type of demand forecasts and creating a tighter link to supply chain planning. But how would the team address these challenges and achieve buy-in across so many independently-minded brands?

Business Talent Group began by helping the client break the work into distinct phases. In the first phase, a tight, two-person team worked closely with senior leaders. The lead consultant of this phase was a former Booz Principal and Supply Chain Practice Leader. Supporting her was an expert operations improvement consultant. Together, the consultants worked with the client’s team to review S&OP reports and practices, introduce new KPI charts, and incorporate process disciplines. The team then redesigned the demand consensus process. Finally, they developed the high-level design for the new S&OP process.

This initial project lasted four months. As it moved towards the next phase, implementation, Business Talent Group augmented the team with project management support.

We take our clients' confidentiality seriously. We've changed their names, but the results are real. For further details, email us at info@businesstalentgroup.com or complete the Learn More form on this page.

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