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OVERVIEW
ENABLERS
DRIVERS FOR CHANGE
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Synchronized Planning: Faster cross-functional decision making

An organization's business strategy works best only when it is enabled via planning and operational levers across the entire value network. Creating a connected, concurrent and synchronized business plan is the right approach towards accomplishing strategic goals and achieving financial objectives with a tactical supply network plan. Working with the capability of 'Synchronized planning' not only delivers fast cross-functional decision-making, better information visibility, enhanced customer service, and an agile supply network but it also leads to real time collaboration with business partners and efficient resource usage.

All-in-all, this is a very important pre-requisite to achieving improved financial performance. By employing digitally-enabled technologies such as IoT, Robotic Process Automation, Cognitive Automation, Machine Learning, etc., organizations can adapt to changing market conditions and evolving customer needs. They can ensure real time visibility, automated decision analysis, cross-functional collaboration and strategic synchronization across the entire value network.

Realize the business benefits of Synchronized Planning

Enable your organization's decision-making and financial performance by focusing far and beyond the the following enablers: 

Proactively predict and shape demand, position supply, and allocate capacity

Align plans, calendars, processes, systems, data and people

Integrate Finance, Supply Chain, Marketing, Sales - in one plan

Design & rationalize the supply network via Intelligent Digital management

Anticipate/shape baseline demand & promotional lift using data methods

Integrate strategic goals, financial objectives and tactical operational plans

Enablers for Synchronized Planning

enablers for synchronized planning

Drivers for 
Change

Heightened customer expectations coupled with the current sub-optimal distance between customers and warehouse locations.
New markets and products and growing volumes are creating a need to expand manufacturing warehouses or open new locations.
Traditional forecasting is disconnected, slow, reactive and a burden for organizations. Forecasting typically has high error rates and relies on rudimentary driver analysis
Increasingly complex environments favor those who can rapidly adapt and identify early warning signs of inflections and forecast variances
Limited visibility to inventory breakdown (safety stock, cycle stock, quality hold, excess, etc.) by location, resulting in service challenges and poor reaction time
Increased cost pressures and shrinking margins demand more growth analysis and a deeper understanding of profitability per market, customer, and product
Traditionally, organizations fail to align budgeting, forecasting, and operational planning effectively with corporate strategy, leading to lack of synchronization
Increased velocity in product transitions, create a focus on reducing write-offs at the end of a product’s life cycle


Next steps

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