One of the world’s leading roofing and building supply manufacturers was faced with a litany of problems ranging from unexpectedly high inventory levels for many of its slow-moving products, erratic and unpredictable manufacturing schedules, and the inability to model scenarios that correctly placed inventory in a cost -effective position to address natural weather events. The company leveraged a complicated and disjointed Sales and Operations Planning (S&OP) process that was powered by Excel to align Sales, Manufacturing, and Supply Chain Planning on expected demand, planned production, and anticipated inventory levels. This process consumed significant effort each month given the fact that data was disbursed across numerous corporate planning systems and analysis was largely done manually. This process was both cumbersome and time-consuming. In fact, by the time data could be consolidated to provide a reasonable answer, the data from which it was derived was often no longer relevant. Further, stakeholders like the company’s finance department, while in attendance to many of the consensus planning meetings, were not an active participant when given the challenge to translate volume-based demand and supply plans into meaningful financial projections. Given its recent success working with Spinnaker SCA on another Blue Yonder-related solution refinement and transformation project, the company elected to re-engage them to evolve their comprehensive S&OP solution requirements.

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