Overview
Unilever Vietnam faced significant challenges in its Sales & Operations Planning (S&OP) process, leading to inefficiencies, over-forecasting, and higher costs. Through expert guidance and a structured approach, we helped the organization streamline S&OP, upskill its team, and achieve impactful results.
Multinational fast-moving consumer goods company
Challenges at a Glance
- New organization requiring upskilling (S&OP, meeting effectiveness, change management)
- 1500 hours spent on S&OP each cycle
- Over forecasting patterns driving working capital and business waste
- Short term planning resulting in additional costs andovertime (horizon management)
"Thanks for all you have done. A great market visit and amazing organization that is truly connected to the citizens it serves. The work on S&OP is indeed remarkable."
Paul Polman
Former Unilever CEO
Solution
1. Leadership
Reset at leadership level on the principles and successful behaviors of S&OP incl. a company-wide awareness training on S&OP
2. Simplification
Simplification of meeting decks to drive standardization and speed up decisions incl. a robust coaching mechanism to drive meeting effectiveness
3. Upskilling / Mindsets
Detailed skill gap analysis of business leaders supported by tailored coaching. Robust communication strategy to act as a drumbeat across the organization and shift mindsets across functions
4. Governance
Robust governance mechanism with active involvement from Board members supported by a clearly defined succession planning process for the Change Agents to secure sustainability
Results
100+ people upskilled
Training / coaching over 6 months (Operations and Leadership)
25%
Decrease in time spent per S&OP cycle
From 15 to 75%
Improvement of meeting effectiveness through coaching to drive decision making