SVC / 01
Consulting
Planning strategy and operating model
Planning strategy, operating-model design and S&OP architecture, designed with your planners.
Explore the practiceWHAT WE DO
What we do
Three practices: planning strategy, SAP IBP optimisation and process improvement. A senior planner leads every engagement, from the first diagnosis until your team runs the new process on its own.
01 · THE PRACTICES
The practices
Most engagements start in one practice and draw on the others. Choose the one closest to the problem you need to fix.
SVC / 02 · CORE PRACTICE
Optimisation
SAP IBP implementation and performance
SAP IBP implementation, programme recovery and tuning, so the system delivers what it was bought to do.
Explore the practiceSVC / 03
Process Improvement
Day-to-day planning processes
Find where planning breaks down, redesign the workflow and embed it until the results last.
Explore the practiceSVC / 01 · CONSULTING
Consulting Planning strategy and operating model.
STRATEGY · OPERATING MODEL · S&OP
Define how supply chain planning should work across the business, from planning strategy and operating-model design to Sales & Operations Planning (S&OP) architecture. Your planners help design it, so they own it from the start.
What it’s for
Setting the right planning foundations: the processes, governance, responsibilities, systems and decision-making structures your business objectives depend on.
Who it’s for
- Businesses redesigning their supply chain planning model.
- Organisations dealing with growth, acquisitions or rising supply chain complexity.
- Leadership teams aligning demand, supply, inventory and commercial priorities.
- Businesses planning a transformation or reviewing their future SAP planning landscape.
Issues we address
- Demand, supply and finance teams working to conflicting plans.
- Unclear planning ownership, decision rights or escalation paths.
- S&OP meetings that produce discussion but no clear decisions.
- Planning processes that no longer fit the size, complexity or strategy of the business.
- Uncertainty about which capabilities, processes or systems to invest in.
What we deliver
Planning strategy and roadmaps
Define the target state and a prioritised path towards it.
Operating-model design
Set out roles, governance, planning cycles and cross-functional responsibilities.
S&OP architecture
Design how commercial, operational and financial plans come together.
Supply chain assessments
Assess planning maturity, identify capability gaps and prioritise improvements.
Transformation planning
Turn strategic objectives into initiatives and implementation priorities.
What good looks like
A clear planning roadmap, aligned stakeholders, defined accountabilities and a planning model that supports better business decisions.
How we approach it (5 principles)
- Start with business objectives and decision-making needs, then choose the technology.
- Involve planners and stakeholders in designing the future operating model.
- Agree ownership, governance and measurable success criteria at the outset.
- Prioritise changes by business value, feasibility and readiness.
- Plan the roadmap in stages the business can actually deliver.
SVC / 02 · OPTIMISATION
Optimisation SAP IBP implementation and performance.
SAP IBP · IMPLEMENTATION · SYSTEM PERFORMANCE
Improve the performance, adoption and business value of SAP Integrated Business Planning (IBP), whether that means a new implementation, recovering a stalled programme or refining an existing solution.
What it’s for
Making sure planning technology, configuration and optimisation logic support real business requirements: implementing SAP IBP, improving an existing environment, and fixing whatever stops planners getting reliable results.
Who it’s for
- Businesses implementing SAP IBP for the first time.
- Organisations recovering delayed or underperforming planning programmes.
- Existing SAP IBP users struggling with performance, adoption or planning accuracy.
- Teams relying on manual adjustments, repeated calculations or workarounds.
- Businesses whose systems struggle with new products, acquisitions, volatility or changing constraints.
Issues we address
- Forecasts or supply plans that stay unreliable despite a planning system.
- Excessive manual intervention and repeated optimiser runs.
- Configurations that don’t reflect operational constraints or business priorities.
- Integration gaps between SAP IBP and execution systems such as SAP S/4HANA.
- Poor visibility of inventory, capacity, supply or demand.
- Low adoption because the system doesn’t fit planners’ day-to-day work.
What we deliver
Greenfield implementation
Design and deploy a new SAP IBP planning environment.
Programme recovery
Diagnose delivery, configuration or adoption issues and set out a recovery plan.
Brownfield optimisation
Improve an existing solution without rebuilding what already works.
Planning and optimiser tuning
Refine planning logic, cost models, constraints, key figures and scenarios.
Integration and application support
Fix issues across connected planning and execution processes.
Adoption and enablement
Help planners understand, trust and use the solution.
What good looks like
More reliable plans, fewer avoidable manual interventions, better visibility, stronger adoption by planners, and a system that supports faster, better-informed decisions.
How we approach it (6 principles)
- Diagnose the underlying cause before changing system configuration.
- Optimise the end-to-end planning process as well as individual technical components.
- Test changes against real business scenarios and operational constraints.
- Consider data quality, integrations, workflows and user behaviour alongside system settings.
- Measure improvements against a documented baseline and agreed KPIs.
- Build internal capability so the solution stays effective after we leave.
SVC / 03 · PROCESS IMPROVEMENT
Process Improvement Day-to-day planning processes.
DIAGNOSIS · PROCESS REDESIGN · ADOPTION
Identify where planning breaks down between the system, the process and the people using it. We redesign workflows, help teams adopt the new way of working, and measure whether the improvements last.
What it’s for
Closing the gap between having a planning strategy or system and getting consistent results. The focus is how planning runs day to day: how decisions are made, how work moves between teams, how exceptions are handled and how improvements are sustained.
Who it’s for
- Businesses with SAP IBP or another planning system in place but inconsistent results.
- Planning teams spending too much time on spreadsheets, reconciliations and workarounds.
- Organisations where processes differ across sites, markets or business units.
- Teams facing recurring exceptions, slow decisions or unclear handovers.
- Businesses that introduced new processes or technology but struggle to embed them.
Issues we address
- Persistent manual work despite system automation.
- Teams following inconsistent planning procedures.
- Delays caused by unclear ownership, approvals or handovers.
- Recurring errors corrected repeatedly instead of fixed at source.
- Planning outputs that don’t lead to timely operational action.
- Improvements that fade once a project ends.
What we deliver
Process diagnosis
Map existing workflows, find bottlenecks and establish where performance breaks down.
Root-cause analysis
Separate symptoms from underlying issues across people, process, data and systems.
Process redesign
Simplify workflows, clarify responsibilities and standardise what works.
Automation opportunities
Identify repetitive tasks and planning activities suited to automation.
Change and adoption
Support teams as new processes are introduced into daily work.
Performance measurement
Define operational KPIs, monitor results and refine processes over time.
What good looks like
Less avoidable manual work, clearer accountability, more consistent planning cycles, faster resolution of exceptions, and improvements that continue after implementation.
How we approach it (6 principles)
- Observe how people actually work, as well as the documented procedure.
- Establish a baseline before redesigning the process.
- Fix root causes before automating a workflow.
- Involve the people who own and run the process.
- Assign clear ownership for the new way of working.
- Track adoption and operational results after launch.
02 · HOW WE WORK
How we work
Whichever practice you start with, each engagement runs from diagnosis to measured results, led by the same senior planner.
STEP 01 · DIAGNOSE
Find where the plan breaks down
We work with your planners to trace where the planning number stops being trusted, and why.
STEP 02 · DESIGN
Design the operating model
Planning strategy, S&OP architecture and an SAP IBP configuration that matches how your business makes decisions.
STEP 03 · EMBED
Run it alongside your team
We redesign the process, then work next to your planners through the first live planning cycles.
STEP 04 · MEASURE
Measure with your own numbers
Forecast accuracy, plan adherence and cycle time, tracked each wave and owned by your planning team.
03 · TALK TO US
Talk to us
Bring us the planning number nobody trusts. A senior planner will tell you where it breaks down and what it would take to fix.