Processes

The processes we implement require effective collaboration among various departments within the company. To make this work, the rules of the game must be clearly defined: deadlines, agendas, responsibilities, indicators, and information flow.

We assist in the design of your process in a clear and pragmatic manner, so that everyone understands what they need to contribute until we achieve the desired result together!

Demand Planning

Precise demand plans aligned with the entire company.

Least uncertainty possible

Some level of uncertainty is unavoidable, but many businesses end up paying for avoidable uncertainties. In this sense, Demand Planning ensures that the company operates with the least amount of uncertainty possible.

A well-aligned plan

When plans are not well aligned, each area develops its own plan and defines its actions in accordance with it. As a result, divergent information emerges, leading to more errors and a higher cost of missing or excess information. For this reason, Demand Planning requires a consensus meeting to ensure that all areas adhere to the same plan.

Science and intuition

There is no magic bullet. To tackle uncertainty, we must employ all our available weapons. Thus, a balance between mathematical models, tacit sales and marketing knowledge is ideal.

S&OP/IBP

Demand and capacity plans that are in sync with all functional areas, allowing for integrated decision-making.

One common goal

It is very common for the company's main functional areas to be completely misaligned: producing what you don't need, making unexpected promotions, and selling items you don't have. S&OP provides a common direction for everyone to follow and integrate the company with a clear goal in mind.

Integrated decisions

Horizontal collaboration at the tactical level breaks down barriers and promotes integrated decision-making at all levels, from operational to strategic sectors.

Conscient trade-offs

Each company will strike an optimal balance between the costs of uncertainty: some may prefer to sacrifice service for efficiency, while others may keep large inventories to protect customer service. S&OP clarifies these decisions by displaying the best overall result scenario.

Inventory Management

Optimal inventory levels, balancing shortage costs and excess costs.

Ideal stock

Each company's inventory has different shortage costs (losses, fines) and excess costs (capital cost, perishability). Our job is to strike the perfect balance between both.

Chain balancing

It's no use having the perfect stock in the company if it's poorly positioned, with shortages at one storage point and excesses at the other. We define the optimal inventory for each point, so you don't have to make emergency transfers.

Continuous improvement

The inventory policy must be active and constantly updated to reflect the operation's constraints. To ensure continuous updating and improvement, we developed a tactical inventory management process.

CPFR

Collaboration with Supply Chain Partners, reducing uncertainty and disruptions on the shelves.

Supply chain collaboration

The CPFR ensures alignment between supply chain partners, whether for distribution and retail or for suppliers, in the same way that the S&OP/IBP helps to align decisions within the company.

Mutual benefits

Collaboration results in lower inventories and higher sales for all parties involved. After all, everyone in the supply chain has the same goal: to serve the end consumer.

Bullwhip effect reduction

The bullwhip effect increases uncertainty for everybody in the chain, especially those further back in the material flow. The solution is collaboration and information transparency.

There are numerous variables and unforeseen issues in structuring and planning. Doing this alone may result in a stumbling block. Our experts give you the attention you require and show you where you should not fall down.