A leading computer electronics firm struggled monthly with accurately predicting demand and subsequently balancing demand and supply across its global supply network. The client faced a challenging environment with approximately 750 finished goods items, a manufacturing supply network at company-owned plants in Asia and contract manufacturers throughout the world, and multiple distribution facilities in North America and Latin America. With ineffective planning processes, customer service suffered and inventory turnover performance was poor.

There was a number of unsynchronized demand planning processes in place, performed by multiple functions, at various levels of sophistication. The client’s goals included establishing formal and unified demand planning and Sales & Operations Planning (S&OP) processes to improve supply chain performance and focus the executive leadership team on the monthly execution of the company’s strategies.

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