Increased efficiency with S&OP process

Supply Chain Optimization at Schlumberger

Schlumberger restructured the international supply chain together with valantic. The focus was on central planning, clear responsibilities and standardized processes – from determining requirements to warehouse management. The new control model not only improves planning quality, but also significantly reduces warehouse and logistics costs.

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About the company

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Schlumberger is an internationally active producer and distributor of wine, sake and spirits with a turnover of over 220 million euros. valantic supported the establishment of a group-wide S&OP process. This was supplemented by standardized reporting, optimized batch size planning and a consistent contribution margin scheme. The project led to efficiency gains and savings in the high six-figure range.

The project

The challenge

Schlumberger operated national subsidiaries in Germany, Austria, the UK and the Netherlands, that operated in a decentralized way. There was a lack of clear responsibilities, coordination and interfaces between the subsidiaries and departments for sales, production, material and budget planning. In addition, the heterogeneous IT landscape with different systems led to inefficiencies in the supply chain.

Consulting approach

1. Introduction of a group-wide S&OP process:

  • Appointment of a central and global S&OP manager
  • Monthly S&OP meetings at regional (operational focus) and global level (strategic focus)
  • Increasing group-wide transparency through global consolidation of regional data
  • Development of regional sales and warehousing strategies

2. Implementation of inventory and production reporting:

  • Control of regional stock levels and ranges at SKU level
  • Group-wide transparency of inventories to reduce storage and logistics costs
  • Introduction of inventory range management to optimize the warehouse structure

3. Optimization of lot size planning:

  • Demand-driven batch size planning to increase efficiency
  • Avoidance of superfluous stock with predictable demand
  • Minimization of capital requirements and reduction of storage costs through selective adjustment of batch sizes

4. Introduction of a standardized contribution margin scheme:

  • Transparent group-wide invoicing for better cost control
  • Increasing profitability through targeted product range adjustments
Schlumberger Consulting Approach

Solution and customer benefits

Schlumberger established a centrally managed S&OP process that significantly improved transparency across all stages of the supply chain. Regional inventories were managed in a more targeted manner, batch sizes were planned more efficiently and inventory ranges were systematically optimized. In addition, a group-wide contribution margin scheme was introduced, which contributed to a sustainable improvement in earnings quality.

Conclusion

By restructuring its planning and control processes, Schlumberger strengthened the efficiency and sustainability of the supply chain. The measures led to significant cost reductions and enabled precise, KPI-based alignment across all stages of value creation.

Your Contact

Dr. Bernhard Höveler, Managing Partner, HÖVELER HOLZMANN – a valantic company

Dr. Bernhard Höveler

Partner & Managing Director

valantic Supply Chain & Procurement Consulting