The company’s aggressive acquisition strategy added around 1.5 companies and many products each year, resulting in varying levels of planning maturity, multiple systems, and significant master data challenges. The lack of standardization led to inefficient processes, delayed and limited reporting, and inconsistent performance metrics across the organization. Managing a complex, globally dispersed operation with multiple brands further complicated sales and operations planning. As acquisitions continued, these challenges intensified, making it difficult to align demand, supply, and inventory. The head of supply chain transformation sought to optimize inventory levels to improve working capital, reduce logistics inefficiencies, and establish a more consistent and effective S&OP process acros

Join for free to read