Business expertise

S&OP – Planification des ventes

S&OP – Sales and Operations Planning

S&OP is a tool used by the supply chain for the tactical management of sales and operations planning. Our offer supports the implementation of structured and efficient S&OP/IBP processes by integrating the three essential pillars of ‘People, Process & Tools’ to improve your company’s overall performance and competitiveness.

Our conviction

Deciding at the right level

Ensuring that management implements the company’s strategy through the S&OP process, by making key decisions and arbitrating between scenarios.
Steering of the S&OP/IPB process by the Supply Chain and Finance departments in order to match objectives with constraints
Other decisions are taken by the S&OP players in the right work units per department.

Segmenting steerings and decisions

” One size doesn’t fit all “: Classifying your products, services and markets enables you to adapt your management processes, decisions and actions…
Adapt the level of analysis and the decisions taken to the challenges of each segment, based on the constraints and risks identified. This includes adapting the S&OP strategy to the specific characteristics of each segment.

Enhancing demand

Statistical forecasts are no longer enough, and require collaborative enrichment between local and central organizations, as well as between Sales and Supply Chain.
Demand forecasting to anticipate variations and improve decision-making using demand planning techniques
Algorithms, Machine Learning and AI, in collaboration with the teams, facilitate demand management (clustering, trends, promotions, anticipated deployment, etc.)

Managing by the risks and constraints

Clearly identify the constraints addressed and managed by S&OP/IBP (resources, cash, critical supplies, etc.)
Take a clear view of the levers that can be used by horizon to adapt your resources to constraints and needs in good time
Define a common response strategy to speed up decision-making
Implement a process for managing risks and exceptions to be dealt with in S&OP

Involving all teams in the process

Get all participants and decision-makers to accept the need for compromise
Understand that the tool is not everything: essential for collaboration, but insufficient if the players do not share the same vision
Accept the need to learn from mistakes as part of a continuous improvement approach and strengthen the resilience of the organization

Our solutions
and expertise

Construction of end-to-end processes

Design of a robust S&OP process adapted to specific needs with the teams (RACI)
Construction of collaborative rituals to support them
Proposals for organizational schemes to adapt the construction of the process
Ensuring the coherence of the planning layers, from S&OP/IBP through budget to reality on the ground
Rationalization and deployment of the KPIs required for steering purposes

Digitalizing S&OP processes

Mapping of your current information systems and rationalisation of technology choices
Selection of the right solution from among ERP, APS, CPM, EPM
Proposal of ‘turnkey’ accelerator modules built with EPM tools such as Board and Anaplan (pre-built models to facilitate implementation)
Business project management for the entire transformation (steering, writing specifications, acceptance, etc.)
Alignment of Master Data to guarantee the relevance of the whole system
Integration of technological innovations (Machine Learning, AI) for maximum added value

Change management

Designing and supporting the implementation of the first operational trials (POC)
Accompanying the transformation by coaching all the players via S&OP workshops and training courses
Aligning all players and departments towards a common objective using indicators
Defining and implementing a roadmap to support the change, from the steering comitee to the S&OP operational staff

Our certifications and training

A Project ? Contact us

Raphael Portillo

Partner, Head of Supply Chain Consulting

Director at Citwell and head of the Lille office, Raphael began his career at Decathlon, where he worked for 6 years in their supply chain (operations and projects).

With a wealth of experience in transforming operational models, Raphael supports his clients in continuous improvement and long-term development. Over the course of his career, he has managed major supply chain projects: process transformation, building a strategic vision, end-to-end planning and inventory management (components and finished products).

Our references include

They testify

« Citwell helped us set up a digital S&OP. After a diagnostic phase, we deployed an action plan tailored to the various players, depending on their level of commitment to the project. This S&OP process has enabled us to provide a better service to customers while optimising stock levels. »

Kenza Maalouf, Ingenico Supply Chain Project Manager

« Citwell is a key ally in driving change and reorganising our supply chain, both to meet internal skills needs and to meet the growth challenges of our business sector. »

Olivier Himpe,Supply Chain Director, Business Unit Customer care of Nexter (KNDS)

« Citwell's lighting has encouraged our partners to better manage their stocks of bottles, to lower costs for the whole organisation. We recommend Citwell for its pragmatism, reliability and agility. »

Frédéric Mairesse, Champagne Barons de Rothschild Managing Director

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