“It’s great that we have had an external helicopter yet deep-dive view on our core business process and got several key painpoints revealed with clear recommendations on how to fix them.”
A large alcoholic beverage company managing its own brands and distributing world famous brands in the CIS. Significant growth in recent years demanded an upgrade across core business processes, including Sales & Operations planning. This process was somewhat flawed specifically concerning existing cycle length, issues related to running S&OP meetings effectively, confusion in roles and responsibilities as well as discipline issues. Therefore, intervention was required to reveal setbacks and advise on how to rectify them.
A large alcoholic beverage company managing its own brands and distributing world famous brands in the CIS. Significant growth in recent years demanded an upgrade across core business processes, including Sales & Operations planning. This process was somewhat flawed specifically concerning existing cycle length, issues related to running S&OP meetings effectively, confusion in roles and responsibilities as well as discipline issues. Therefore, intervention was required to reveal setbacks and advise on how to rectify them.
An extensive 1,5-month-long S&OP audit was conducted with a particular close-up into one S&OP meeting called PMR (Portfolio Management Review) in order to understand how to reshape it for the good of the whole cycle.
A self-assessment survey was distributed to key members in S&OP to complement an S&OP maturity assessment and maturity score which was granted to the company upon completion of the project.
The final report included detailed diagnostics of the current S&OP cycle and advice on how to optimize it downwards, a deep dive into all S&OP meetings with a set of recommended improvements needed and special advice on behavioral and disciplinary actions to be taken without delay.
An extensive 1,5-month-long S&OP audit was conducted with a particular close-up into one S&OP meeting called PMR (Portfolio Management Review) in order to understand how to reshape it for the good of the whole cycle.
A self-assessment survey was distributed to key members in S&OP to complement an S&OP maturity assessment and maturity score which was granted to the company upon completion of the project.
The final report included detailed diagnostics of the current S&OP cycle and advice on how to optimize it downwards, a deep dive into all S&OP meetings with a set of recommended improvements needed and special advice on behavioral and disciplinary actions to be taken without delay.
