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Case Study

UrbanLuxe Cosmetics: Embracing S&OP/IBP

By Ralf W. Seifert and Richard Markoff

2 pages

June 2024

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Reference: IMD-7-2572

The case is seen through the eyes of the newly appointed supply chain director at a cosmetics company based in Berlin. The general manager has tasked the new supply chain director to provide bold process recommendations to improve the poor service, high inventory and rampant use of overtime. To understand the issues at play, the supply chain director meets with the CFO, the factory manager, the chief procurement officer and chief revenue officer and their feedback constitutes the body of the case. Each individual offers a different perspective, though none take any responsibility. The CFO is unhappy with the high inventory levels. The factory manager feels helpless in the situation. The chief procurement officer is proud of the savings he has generated by shifting to Asia. The chief revenue officer appears altogether disinterested and not concerned by the problem. The supply chain director must integrate this feedback and propose a new process that will address the performance shortcomings, define the roles and responsibilities of each, along with KPIs to monitor progress.

Learning Objective

The elements of a robust S&OP process
The challenges involved when defining an end-to-end planning governance structure
The roles each actor in a company may play and their related responsibilities
The ways in which different steps in planning impact performance
The KPIs that can capture performance and progress

Keywords

Operations, Strategy, Supply Chain Management, Sales and Operations Planning, Integrated Business Planning

Settings

UrbanLuxe Cosmetics (Invented name)

Type

Generalized Experience

Available Languages

English

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