Supply Chain Network Design & S&OP Process Integration

Establish a unified Sales and Operations Planning (S&OP) framework and optimize the regional distribution network model, synchronizing commercial demand signals with supply chain capacity to minimize working capital and elevate customer fulfillment performance.

Siloed Forecasting & Planning: Disconnect between sales forecasts, procurement cycles, and distribution hub capacities, resulting in inventory imbalances and high carrying costs.

Service Level Volatility: Unpredictable lead times and demand spikes causing periodic stock-outs on high-turnover SKUs while slow-moving inventory tied up capital.

Lack of Cost-to-Serve Visibility: Unclear profitability tracking across individual customer accounts, distribution nodes, and shipping lanes.

S&OP Governance & Operating Cadence: Designed and rolled out a monthly 5-step S&OP cycle connecting commercial leads, demand planners, manufacturing, and executive leadership.

Network Capacity & Multi-Echelon Modeling: Modeled regional node capacities and rebalanced safety stock levels across central and regional distribution centers.

Cost-to-Serve & Margin Analytics: Developed automated reporting to isolate high-cost delivery channels, enabling data-backed minimum order quantity (MOQ) and pricing policies.

Executive KPIs & Scenario Planning: Deployed dynamic dashboards tracking forecast accuracy (MAPE), OTIF (On-Time In-Full) delivery, and inventory days of supply (DOS) to simulate demand-shock scenarios.

Working Capital Optimization: Reduced excess safety stocks and idle inventory through synchronized demand-supply alignment.

Higher Fulfillment Reliability: Significant uplift in OTIF delivery metrics across core product categories.

Strategic Agility: Streamlined decision-making through standard executive S&OP reviews, enabling rapid operational responses to regional demand fluctuations.