Service · Procurement & Supply Chain
Supply Chain Planning
Too much stock costs money. Too little costs customers.
Setting up and running planning for demand, inventory and supply and aligning it with sales and finance. The result is reliable forecasts, set inventory parameters and an established planning cycle.
Usual
What you often get
Sales plans optimistically, purchasing cautiously, finance by budget. Three departments, three numbers, and the result sits in the warehouse: too much of the wrong thing, too little of the right one. Planning software changes little as long as nobody reconciles the numbers.
IntoOps
What you get from us
We plan forecasts, stock and material requirements with you, not for a slide deck. Once a month, an S&OP meeting brings sales, purchasing, production and finance to one table, with one shared number. What's tied up in stock is reconciled with cash & working capital management.
Service components
4 components. Each one available on its own.
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Forecasts based on history, sales input and market information.
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Safety stocks, reorder points and target inventory levels.
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Planning purchases and materials to meet demand.
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Monthly alignment of sales, supply and financial plans.
What you'll have at the end. Results you can check.
- A forecasting model per product group, with forecast accuracy measured regularly.
- Inventory parameters per item, calculated from usage, lead time and target availability.
- A material requirements plan that generates order proposals for purchasing.
- A monthly S&OP cycle with agenda, participants, templates and decision log.
- KPIs for forecast accuracy, availability and stock coverage, set up and reported.
When you need this. And how you'll know.
- The warehouse is full, yet the items needed right now are missing.
- Sales, purchasing and production work with different numbers for the same quarter.
- Orders are placed on gut feeling or on last year's sales.
- Your finance lead asks why so much capital is tied up in stock.
- Seasonal peaks and promotions catch you unprepared every time.
Rarely alone. Never bundled.
Supply Chain Planning often works together with these services. We'll tell you honestly when a combination makes sense, and when it doesn't.
Shows up in these initiatives.
You don't need a whole initiative to get Supply Chain Planning. These examples show where the service is often needed.
Good questions. Straight answers.
Is our ERP enough, or do we need new software?
Often the ERP is enough, with clean planning logic on top. Dedicated planning software pays off once many items, sites or stages come together. We check that with our ERP & business systems specialists before anyone buys a licence.
Is a forecast any use when demand fluctuates?
Yes, if you know how uncertain it is. That's why we measure the deviation and set safety stocks accordingly.
A forecast is useful not because it's right, but because you know its error.
Will you keep planning for us on an ongoing basis?
That's up to you. We run forecasts and order proposals continuously and chair the S&OP meeting. Or we set everything up, train your team and then step back.
Can we start with S&OP alone?
Yes. The monthly alignment often brings clarity fastest, because it exposes contradictions between departments. We then improve forecasts and stock step by step.
Proof first. Contract second.
In the free Initiative Check, we listen for 45 minutes and ask the questions that usually only come up after the contract is signed. Then you get a short written assessment: what we see, how we would go about it and roughly what it would take.
No obligation. And if we're not the right fit, we'll tell you.
Or write to us at hello@intoops.com.