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Optimized planning process
S&OP process piloted at Vetropack
Together with valantic, Vetropack developed an integrated S&OP process to dovetail sales and production more efficiently. The new planning system strengthens cross-departmental collaboration and increases forecast quality. It also creates transparency along the entire supply chain – even when demand fluctuates greatly depending on the season.
About the company
Vetropack is an international manufacturer of glass packaging with nine production sites and 19 furnaces. In close cooperation with valantic, a group-wide S&OP process was developed and piloted that both reacts to volatility and increases efficiency in sales and production planning. The introduction of aggregated forecasts, tactical planning elements and clear coordination processes ensures greater planning reliability and better controllability.
The project
The challenge
As a manufacturer of glass packaging with complex planning structures and highly fluctuating demand, Vetropack needed a new form of integrated planning. The existing processes showed weaknesses in dealing with volatility, particularly in sales and production planning. The aim was to create a standardized, efficient and flexible S&OP process across the Group.
Consulting approach
Subproject 1: Design of the S&OP process
- Conducting interviews, data analyses and work distribution studies to assess the current situation
- Benchmarking with industry leaders to identify best practices
- Development of a coordinated target process for the entire Group to increase efficiency
Subproject 2: Pilot implementation of the S&OP process
- Limitation of the pilot along the material flows according to the 80/20 rule
- Introduction of aggregated requirements planning, forecasting and S&OP dashboards in the first planning cycle
- Implementation of tactical production planning and a review process for obsolete stocks in the second cycle
Solutions & results in detail
Together with Vetropack’s supply chain team, a company-specific S&OP process was set up and successfully introduced for a selected pilot region. The key components were clearly structured processes, more precise sales forecasts and closely interlinked production planning. The measures led to increased transparency and an improved planning basis along the entire value chain.
Quote
“We are convinced that valantic’s expertise will guide us through the change we are facing. Our established processes have shown weaknesses in dealing with this volatility.” – Stephen Rayment, Chief Supply Chain Officer, Vetropack
Conclusion
By establishing a scalable S&OP framework, Vetropack has created the basis for a forward-looking and resilient supply chain. The new planning architecture strengthens company-wide collaboration and enables a targeted response to changing market requirements.
