A Multinational Food and Biotechnology Corporation

Revenue: USD 10 Billion
Operates in 36 Countries


The company requested a feasibility study for a supply chain planning system by transforming its operations with the use of digital tools to increase operation efficiency, improve planning accuracy, and speed-up decision-making by employing simulations of quantifiable data

Challenges by the organization

  • Current demand planning and supply planning systems were not integrated with each other
  • Most planning processes were done using MS Excel
  • Manual data updates were prone to human errors
  • There was limited usage of statistical forecasting methods and low forecast accuracies
  • Low productivity and high workload on the operations and planning teams was experienced
  • There was no scenario-based decision-making capabilities


  • The objective of this consulting phase was to initiate the organization on an S&OP transformative journey
  • Identified gaps and issues within the company’s planning operation.
  • The goal was to later improve current supply chain planning processes to achieve an integrated planning system and S&OP process.
  • A business study was done of the as-is processes with each department of the organization.
  • Interviewed key stakeholders in Sales, Demand Planning, Production, Procurement, Finance and IT.
  • Reviewed key business areas around people, process, data and systems.
  • The goal was to understand and document the current business situation, its challenges and opportunities and new goals of the business.
  • Identified core areas of improvement and scoped out the definition for a digital solution with the objective of building a smarter and more responsive supply chain and planning process.


  • Process changes that can drive business value were identified and changes were documented to create a To-Be process recommendation
  • All recommendations were reviewed with the key stakeholders and business owners, and they were prioritized before they were implemented
  • The To-Be process recommendations included an ROI Tracker, a proposed IT landscape, and a To-Be Supply Chain departmental planning process addressing the issues identified in the department interviews