Our Beliefs
Leveraging our expertise to turn your S&OP or IBP into a strategic engine
Drawing on our experience across industry, food and retail, we help clients build S&OP or IBP models rooted in proven practices.
S&OP is a strategic process strengthened by Anaplan, offering both aggregated strategic views and detailed operational calculations. From the outset, Sales, Supply Chain, Operations and Finance are engaged to ensure the model reflects a shared consensus.
We believe that rapid routine setup, improved data quality and stronger cross-team collaboration turn the deployed solution into a coordinated, agile S&OP that creates durable business advantage.
S&OP or IBP processes covered
Product Review
Assessment of product performance such as sales, stock and margins, gap analysis versus actuals and portfolio optimisation involving promotions, launches or delistings.
This first step refines long-term sales forecasts to produce realistic demand volumes.
Demand Review
Analysis of demand forecasts, identification of gaps versus actuals and adjustments based on market trends and assumptions such as customer behaviour or commercial initiatives.
This is the first scenario phase where multiple demand signals are created.
Production Review
Design of an aggregated production plan, anticipation of operational constraints and adjustments at plant level.
This central step compares demand and capacity to detect long-term risks and propose response plans.
Distribution Review
Analysis of stock flows, identification of overstocks or shortages and adaptation of distribution plans to optimise availability, cost and logistics flows.
Optional step that checks network ability to absorb demand variations.
S&OP & Finance Review
Alignment of operational decisions with financial targets. Assessment of impacts on margin, cost and stock and construction of a supply plan that consolidates all assumptions.
Scenarios are compared using monetised indicators and can include ESG metrics such as CO2 emissions.
Execution S&OP
Presentation of the S&OP or IBP cycle to leadership, validation of trade offs for operational teams and review of the impact of previous decisions.
