Demand Driven and DDMRP to run your supply chain based on real demand
Transform your supply chain into a flow‑oriented model driven by actual demand.
Â
Our convictions
Protect and promote flow in the supply chain
Flow is the heart of the supply chain. It must sit at the centre of decision‑making.
- Efforts therefore need to focus on:
- Structuring the flow
- Accelerating the flow
- Protecting the flow
- Pulling the flow based on actual customer demand
Rethink historical models to meet today’s challenges
Today’s supply chain challenges include shorter product life cycles, increasing product and flow diversity, and growing variability.
MRP, which is based on forecasts, is a complex methodology that generates numerous signals without clear prioritisation.
In practice, Lean is often limited to the production environment and can sometimes lead to fragmented initiatives.
Both approaches are built on strong and relevant principles that need to be effectively orchestrated.
Engage people to boost performance
To put flow back at the heart of the organisation, a cultural shift is required.
Any transformation of this scale must be carefully managed and involve employees at every level and across all departments.
Change must be anticipated, assessed, and supported through a proven methodology.
In a mature Demand-Driven organisation, operational teams have a systemic understanding of the business.
Prove the method’s effectiveness through a pilot
Implementing a pilot before rolling out the methodology more broadly makes it possible to:
- Deliver rapid results in terms of ROI and customer service.
- Demonstrate to users and decision-makers that the approach can be applied across the entire value chain.
- Measure the impact of the transformation.
- Extend the pilot across product ranges and production lines.
Realign performance and financial indicators
Decision-making based on standard manufacturing costs can create local optima distorted by the way costs are measured. For example, a plant may reduce its unit production cost by manufacturing large volumes of products that are not needed because they cannot be sold.
With a Demand-Driven approach, performance KPIs are refocused to measure both the impact of each decision on flow and its effect on ROI. This aligns the organisation with the true sources of value and supports a systemic view of performance.
Our solutions et expertise
Awareness and training in Demand Driven
Upstream of any project, it is essential to embed the Demand Driven philosophy:
- Facilitation of serious games (DDBrix Factory).
- Raising awareness among stakeholders of Demand Driven concepts.
- Delivery of training courses on the Demand Driven methodology (DDP, DDL, discovery days).
- Support to obtain Demand Driven certifications (CDDP, CDDL).
Pilot design and launch
- Facilitation of collaborative workshops to identify potential pilot scopes based on the company’s constraints.
- Strategic positioning and sizing of buffers.
- Simulation of expected results and benefits.
- Training users on the pilot tool.
- Operational support for users.
- Review of lessons learned, conclusions, and preparation for deployment.
Deployment and Demand Driven transformation
- Definition of the deployment strategy.
- Large-scale training and awareness initiatives.
- Expansion of the scope in successive waves, supported by gap analyses.
- Adaptation of the company’s KPIs and performance objectives.
- Full synchronisation with other planning processes, including S&OP and budgeting.
Change management with the IMCM approach
- Analysis of the approach in terms of roles and responsibilities.
- Support in adapting performance KPIs and incentive schemes.
- Overall assessment of impacts and definition of the change plan.
- Support in implementing the change plan, including communication, training, and coaching.
Your gains
Customer service
- Production is pulled by demand, so finished goods inventories better match customer expectations.
- Service level increases significantly (typically 97–100% On‑Time Delivery).
- Stock‑outs are reduced by a factor of 2 to 3.
- As a result, revenue increases.
Lead Time 
Waiting time between operations is reduced, which directly shortens internal lead times.
Customer lead time is reduced through strategic buffer positioning.
Up to 80% lead‑time reduction in some industries, even in companies already mature in Lean.
Inventory and costs
Stocks decrease across the entire supply chain:
- Reduced capital tied up in inventory – typically 25 to 45% reduction.
- Lower storage costs (space, obsolescence, shrinkage, etc.).
- Reduced firefighting costs (expedites, last‑minute schedule changes, partial/multiple shipments, etc.).
Our certifications and training
A projet ? Contact us
Partner, Head of Supply Chain Consulting
A Director at Citwell and Head of the Lille office, Raphael began his career at Decathlon, where he spent six years working in supply chain operations and projects.
Drawing on his extensive experience in operating model transformation, Raphael supports clients in driving continuous improvement and achieving sustainable long-term growth.
Throughout his career, he has led major supply chain projects, including process transformation, strategic vision development, end-to-end planning, and inventory management for both components and finished goods.
Among our references
Demand Driven pilot for the Equipment & Spare Parts business.
Implementation of a DDMRP pilot in two plants.
Deployment of a Demand Driven approach across Production and Distribution.
Roll‑out of the Demand Driven Adaptive Enterprise model.
DDMRP implementation.
Supply chain transformation through DDMRP.