APS and EPM projects should not be approached like traditional IT projects. They involve industrial planning, cross-team coordination, data governance and, more broadly, how the organization makes and arbitrates its operational decisions.
At the Supply Chain Event, we brought together Axel Rousseau (Pochet Group) and Julien Triquet (Yoplait – Sodiaal) to share their experience on major transformation projects delivered with Anaplan. Two different industrial contexts, two distinct trajectories, yet converging lessons on what truly makes the difference in a transformation program.

From these discussions emerged a clear observation: the success of an APS or EPM project does not depend solely on the platform chosen, but on the consistency between business ambition, technical architecture and governance.

This ebook provides a structured synthesis of these insights.

Understanding what makes a project robust

The Pochet Group, faced with a loss of visibility after Covid and increasing complexity in its flows, launched a progressive transformation to restore a robust and shared planning framework. Each phase had to deliver visible results, strengthen business adoption and create tangible value.

At Yoplait – Sodiaal, the challenges were of a different nature: ultra-fresh planning, daily granularity, strong operational constraints and the simultaneous replacement of several legacy solutions. The complexity of the context required a model capable of handling a high level of granularity while remaining manageable.

These experiences show that no two projects are ever the same. However, certain structural principles consistently emerge: the quality of the scoping phase, methodological discipline, and the balance between ambition and organizational maturity.

Beyond the tool: the real levers of transformation

Across these feedback sessions, several factors appear to be decisive:

• a solid scoping phase that defines the structural assumptions from the start
• clear governance between business teams, IT and the integrator
• a progressive approach capable of delivering value at each stage
• rigorous management of data and master data
• an organization designed to sustain benefits after go-live

These dimensions are rarely highlighted in project communications, yet they determine the depth of the model and the stability of the transformation.

Why we formalized these lessons in an ebook

Discussions with the Pochet Group and Yoplait – Sodiaal confirmed a reality we have observed for several years: project drifts rarely stem from a lack of technology, but rather from misalignment between business vision, architecture and governance.

We wanted to build on these experiences to produce a clear and structured guide for Supply Chain, Finance and Industrial leaders embarking on an APS or EPM project.

This ebook will help you:

• identify critical points of attention from the scoping phase
• understand the structural trade-offs
• avoid unnecessary cycles of complexity
• structure a roadmap aligned with your organization’s maturity
• prepare the post-project phase from the very beginning

This is not a theoretical discussion, but a perspective grounded in real projects carried out in demanding industrial environments.

If you are planning to structure or accelerate an APS or EPM initiative, this guide will provide concrete reference points to secure your decisions and anchor the value created over the long term.