Digital supply chain overhaul targets $55M in savings at a global consumer goods leader

This project was never just about a tool. It was about aligning people, processes, and systems to unlock serious value. With the right structure in place, the business is now set up to deliver on a $55 million opportunity.

$55 million

 in projected savings over five years from integrated S&OP

30% reduction

in implementation time through a process-led approach

57 system workflows

aligned across business and IT with input from 145 experts

 

Background

A global technology consumer goods company was rolling out a new end-to-end Sales & Operations Planning (S&OP) process, supported by a demand and supply planning tool that integrated with multiple ERPs. With diverse product lines and varying levels of S&OP maturity across business units, the company needed a structured approach to ensure a smooth and effective implementation.

Challenges & Opportunities

The company’s integrated supply chain function was facing challenges in demand forecasting and supply planning due to:

  • Multiple ERPs across different business units.
  • Inconsistent S&OP maturity levels.
  • A mix of product types, from small components to large industrial engines.


The new digital solution was expected to save $55M over five years, making fast and effective implementation essential. The company needed a clear strategy to align processes, systems, and people to maximise the tool’s value.

Our Approach

bpmd used a process-first approach to accelerate implementation by aligning the digital solution with the company’s unique operational needs. Our team:

  • Mapped current processes by working with IT and business experts, documenting them in a digital process repository using BPMN.
  • Developed reference models to demonstrate how best to structure processes for maximum value.
  • Facilitated collaboration between business and IT to define clear, shared requirements.
  • Designed future-state processes, aligning the tool’s capabilities with operational needs while identifying opportunities for improvement.
  • Created a step-by-step roadmap, detailing system impact, critical data elements, and functional and technical requirements.

Results

Our structured approach delivered real, measurable benefits:

  • 30% reduction in implementation time by using a process-led approach.
  • Standardised process documentation, ensuring organisation-wide clarity on the tool’s purpose and functionality.
  • Alignment between business and IT on 57 newly defined system workflows, with input from 145 subject matter experts.
  • All 250 business requirements met, ensuring a successful implementation.
  • Greater visibility into the S&OP process, enabling proactive identification of constraints and better demand forecasting.
  • Improved inventory management, allowing the business to simulate scenarios, reduce excess stock, and respond more effectively to market fluctuations.


By bridging the gap between process and technology, bpmd helped the company streamline its supply chain, enhance decision-making, and unlock the full potential of its digital investment.