Business Consulting For Planning Processes | Advanced
логотип Advansed
consulting consulting

Business consulting for S&OP and IBP processes

WE ARE THE TEAM OF EXPERTS IN PLANNING

Our consulting practice was developed by our expert methodologists in Integrated Business Planning. They have first-hand experience in various planning areas, and have participated in or managed transformation initiatives in leading companies either as consultants or on the client side.

Historically, we are a technology company, which allows us to always look at changes in planning through the prism of proven solutions or new technologies with great potential.

Our methodology is focused on the feasibility of transformation processes through change management and deep cooperation with the client team from the initial stage of the project.

This allows the team not only to successfully advise on business consulting, but also to be thought leaders in various areas of integrated planning.

HOW WE CAN HELP

Our practice includes three areas of consulting services: Methodological consulting at the IT solutions implementation projects, Business consulting services and Change Management.

1. Prepare for transformation
1. Prepare for transformation

  • Audit of business processes maturity (S&OP, IBP, etc.)
  • Check the processes’ “healthiness” in terms of current trends and industry benchmarks
  • Develop a business case
  • Conduct cross-functional brainstorming sessions
  • Position the transformation for internal stakeholders

2. Support of transformation process
2. Support of transformation process

  • Audit, documentation and design of the target vision of integrated business planning processes (IBP)
  • Consulting on related processes
  • Methodological support for process implementation and improvement
  • Change management support

3. Access to the knowledge base
3. Access to the knowledge base

  • Customized training programs:
    • Planning processes (S&OP, IBP, Sales, Promo)
    • Demand planning
    • Scenario planning
    • Approaches to the planning process transformation
  • Access to a wide range of experts in S&OP and IBP in academic and professional environments

IBP maturity evolution

We offer the most relevant solution depending on the level of maturity of business processes. We believe that incremental evolution in integrated planning as the most sustainable, as it minimizes the risk of "rollback" due to the potential of resistance to change within the organization.

IBeginner
  • No S&OP process established
  • Discussions on plans and their execution are not constructive
  • Planning horizons are shorter than minimal lead times
  • Informal decisions are not aligned with corporate ones (officially confirmed and formalized)
  • Plans are updated ad hoc and are not transparent for the whole team
IIBasic
  • S&OP components are aligned with the organizational structure (each department has its own plan)
  • There are dedicated roles in the S&OP process, meetings are held to discuss the plan, but execution is lacking
  • Planning horizons are too short, but do account for the duration of current projects
  • Basic analytics are available, but reports should be prepared manually
  • KPI scorecard is in place and somehow measured vs. targets
IIIFunctional
  • S&OP plans are a part of IBP process
  • S&OP is a process aims to make management decisions
  • S&OP meetings confirm the results of underlying planning, and cascade decisions both upwards and downwards
  • Statistics and actual forecasts are available to the team and are taken into account in decision-making
  • Changes in the business environment influence the update of integrated plan
  • Data hierarchies are consistent and kept in systems
IVMature
  • S&OP plans enter into the budgeting process
  • Plan updates cover a constant rolling period
  • Scenario planning is in place
  • Top management is involved in the S&OP process to make key decisions
  • There is an IT tool for S&OP with analytic functions
  • Reasons for Plan and Actual variances can be identified with metrics and analyzed
VAdvanced
  • Plans are integrated with external counterparties
  • Advanced IT tools are in use, AI& ML tools are being implemented or are being used for the long-term planning purposes
  • Planning horizons are relevant to business needs (8+ Quarters)
  • Scenario planning is part of the S&OP and includes financial implications
  • Top-managers drive collaboration, quality decision making and stick to S&OP best practices
  • The company monitors process metrics online, takes timely action to correct them

HOW WE LOOK AT THE CONSULTING TASK

As a rule, the optimal solution to the client's tasks lies at the intersection of best practices in integrated planning, the level of process maturity, the company's own understanding of what needs to be done regarding the specifics of the business, and insights from the projects executed.

01
PROCESS
  • End-to-end process design – general concept
  • Process performance metrics establishing continuous improvements
02
TECHNOLOGIES
  • Methodology for selecting technological solutions
  • Optimal scope for automation
03
DATA
  • Input data requirements
  • Requirements for the master data and directories
04
PEOPLE
  • Requirements for the organization and its culture
  • Organizational structure options
  • Description of roles (goals, tasks) – current and envisioned

OUR APPROACH TO THE SOLUTION CONSIDERING THE MATURITY OF THE PROCESS

1. Beginner

How we can help the client’s business team:

  • Act as an external independent party to communicate the purpose of S&OP processes to company’s leadership
  • Identify S&OP components both for initial setup (“quick wins”) and those needed to build the foundation for long-term transformation
  • Drive recommendations on the optimal format and composition of meetings to shape and approve the plan
  • Identify areas for improvement hindering the evolution of S&OP processes and make recommendations to raise their effectiveness
  • Generate a roadmap with specific steps, deadlines and responsible persons, assess transition risks
  • Arrange methodological support of the transition to the next maturity level of S&OP (Basic) and debug processes
2. Basic

How we can help the client’s business team:

  • Audit the existing S&OP process, identify key success factors and areas for improvement
  • Develop a vision for the integrated cross-functional S&OP process considering expectations of the project sponsors and stakeholders
  • Evaluate the company’s readiness for the S&OP process automation, develop business requirements for the IT solution, define the selection criteria and IT tools eligibility assessment
  • Recommend the sequencies of the planning meetings (goals, formats, participants, decisions) and the need for organizational change
  • Help in the selection of optimal metrics for processes
  • Develop process roadmap with the specific steps, deadlines, responsible people and assess transition risks
  • Arrange methodological support of the transition to the next maturity level of S&OP (Operating) and debug processes
3. Operating

How we can help the client’s business team:

  • Audit the existing S&OP process, identify key success factors and areas for improvement
  • Develop vision of a mature end-to-end S&OP process considering expectations of key stakeholders and project sponsors, taking into account the company’s strengths in this area
  • Give recommendations on S&OP automation / expansion of the existing IT solutions, develop business requirement to IT solution, define selection criteria and evaluate systems for compliance with them
  • Recommend the sequences of the planning meetings (goals, formats, participants, decisions) and the need for organizational change
  • Determine the optimal set of process metrics, compare them with industry averages
  • Generate report forms that are most appropriate for analyzing S&OP process metrics
  • Develop regulations and internal documentation describing the planning processes in the company
  • Provide access to a community of S&OP professionals
  • Develop process roadmap with the specific steps, deadlines, responsible people and assess transition risks
  • Arrange methodological support for transitioning to the next maturity level of S&OP (Mature) or strengthening positions at the current level (Functioning), implement the roadmap, establish processes and selected solutions
4. Mature

How we can help our customers:

  • To refine the end-to-end S&OP process – to integrate scenario planning and advanced forecasting methods into the decision-making process, to determine the optimal planning horizon, to improve the algorithm for working with plan changes
  • Configure the decision-making matrix at various steps of the process
  • Recommend IT solutions for planning goals
  • Develop the principles of the S&OP process for adoption by leaders at all organization levels
  • Prioritize key partners to determine the necessity and sequence of integration with external contractors
  • Check the requirements for updating regulations and internal normative documents characterizing the planning processes in the company
  • Provide access to a community of S&OP professionals
  • To form a roadmap with defined steps, timelines, assignees as well as a transition risk assessment
  • Provide the methodological support of the transition to the next maturity level of the S&OP process (Advanced) and strengthening positions at the current level of maturity of the company (Mature), implementation of the roadmap, establishing processes and selected solutions
5. Advanced

How we can help our customers:

  • To provide recommendations on improving the efficiency of cross-functional communications within the end-to-end integrated planning process
  • Configure the decision-making matrix at various steps of the process
  • Evaluate the necessity to expand existing IT solutions and artificial intelligence technologies
  • Provide access to a community of S&OP professionals
  • To form a communication and training strategy in order to translate the principles of S&OP to all levels of the organization
  • To form a roadmap with defined steps, timelines, assignees as well as a transition risk assessment
  • Provide the methodological support for the implementation of the road map, establishing processes and selected solutions

* The exact scope of work is determined at the conclusion of the contract with the Customer, depending on the specific goals of the project

How the typical process setup looks like

Our services have several formats of involvement – from the express diagnostics of a certain problem to the end-to-end consulting, for example, S&OP process reload across an entire company. The standard elements of the typical project are stated below, but their exact selection and scope of work inside each stage depends on the specific goals of the company and project.

01

Audit of the current processes condition

02

Trainings in S&OP

03

Design a structure for goals, description of the approaches and processes

04

Creation of transition roadmap

05

Support for the implementation of new processes

06

Debugging processes after implementation

TRANSFORMATION SURVIVAL RATE

Focus on sustainable transformations is a part of our methodology. In this concept, we include both targeted change management within the project and during trial operation, as well as methodological support during the process establishment (usually it takes about 6 months).

Our approach to change management:

01
Working with key stakeholders.

The basis of sustainable transformation is to understand the need for change at the management level and then deliver this idea to the whole company top down. The sponsor`s time is a scarce resource, which should and needs to be planned by the project team.

02
Consistency and feasibility of changes.

For a company that faces a need for integrated planning for the very first time, it may be premature to immediately implement advanced tools such as Machine Learning or rolling planning. The process changes should be logical (both internally and from the viewpoint of the company`s evolutionary processes) and integrated into the overall process landscape of the organization. This helps explain the goals and objectives of transformation to employees, secure support and acceptance of changes.

03
Team involvement.

It is important to go through the cycle of acceptance jointly with the key employees involved into the planning process. This will reduce resistance to change and will convert internal business-experts into agents of change. Participation in the process design will make the team confident, that all important issues will be taken into account.

04
Communication and training.

A consistent communication plan is essential and a range of channels should be used in order to reach out everyone. The learning strategy should contribute to the successful adaptation of changes.

During the “debugging” stage it is important to monitor the following indicators:

Discipline of employees in their transition to the new process / system

Difficulties connected to the adaptation of concrete project decisions by employees

KPIs progress in achieving transformation goals

WHOM WE HAVE HELPED

Our purpose is to identify the strengths and weaknesses of the planning process, propose methodologies and solutions that will help achieve high quality work, organic technology launch and business growth of our clients’ business.

Demand planning process setup
Audit of the production planning process
End-to-end S&OP process setup and its automation
Audit and design of the promo-planning process
Design of the rolling planning concept: S&OP and FP
S&OP process reset
Audit of the financial planning process
S&OP process audit