Leading manufacturer of naval radar systems and part of €20 bn company employing 80k people and operating in 70 countries around the globe. The company typically works on a limited number of large, complex projects of high value.
There was a strong desire to implement a full demand and supply balancing (S&OP) as first step towards IBP. The company’s incomplete S&OP process needed more structuring and formalization and suffered from a scattered IT landscape with many Excel’s in between. As a consequence, the process could not bring the decision power needed by senior management and hence had become more an operational activity than a tactical planning process.
An inspirational session with the entire executive management team was followed by a series of qualitative in-depth and on the job interviews with key stakeholders. Together we scanned the current S&OP processes, systems and organizational aspects and validated it against the EyeOn S&OP framework in preparation for officially kicking-off an S&OP project.
This hands-on approach combining an inspirational session for senior management with qualitative interviews and a practical S&OP scan was conducted in a short period of time. It resulted in shared executive level alignment on key improvement points and bottlenecks and an approved improvement plan to take S&OP to the next level.