HomeResearch & Knowledgeback to HomeOperationsback to Research & KnowledgeUrbanLuxe Cosmetics: Embracing S&OP/IBPback to Operations

Case Study

UrbanLuxe Cosmetics: Embracing S&OP/IBP

By Ralf W. Seifert and Richard Markoff

2 pages

June 2024

Order this case study

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

Related material

Teaching note

IMD case studies are distributed through case clearing houses. In order to browse the collection and purchase copies please visit the links below.

The Case Centre

Cranfield University

Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]

Harvard Business School Publishing

60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]

Asia Pacific Case Center

NUCB Business School

1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]

IMD retains all proprietary interests in its case studies and notes. Without prior written permission, IMD cases and notes may not be reproduced, used, translated, included in books or other publications, distributed in any form or by any means, stored in a database or in other retrieval systems. For additional copyright information related to case studies, please contact Case Services.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Keep reading

Article

What pension funds could learn from Yale

Pension funds can unlock the potential of venture capital by adapting the successful endowment model, managing risks and illiquidity for long-term growth and stability.

Economics Finance Growth Strategy Venture Capital

By Raphaël Grieco

in I by IMD

Article

From pledge to performance: Using design thinking to achieve sustainability goals

How business design thinking can transform sustainability strategies into actionable plans.

Business Transformation Innovation Organizational Change Strategy Sustainability

By Morten B. Pedersen and Jan van der Kaaij

in I by IMD

Article

The mandate for innovation: Setting the stage for success

Getting buy-in for a clear mandate can transform your organization's approach to innovation. The first in a three part series of articles looking at the complexities of corporate innovation,

Strategy

By Joep de Caluwé and Stephen Parkins

in I by IMD

Case Study

Entrepreneurship through acquisition: Vanessa Monestel’s search fund

GENEVA (SWITZERLAND), OCTOBER 2023. Vanessa Monestel was ecstatic. a day earlier, she had just signed the letter of intent (LOI) to acquire an Amsterdam-based fashion company. This was the culmination of her 18-month search for a company to acquir...

Entrepreneurship Finance Strategy

By Benoit F. Leleux, Joseph Kovacs, Kristel Rouiller, Sebastien Braun and Thierry Meouchi

Video

“Take risks. Take decisions. Learn, adapt, and move forward.”

The former CEO of Shell and Chairman of the Board of Directors at ABB and PSA shares his personal insights from leading companies through crisis

Business Transformation Communication Crisis Management Leadership Strategy Team Dynamics

By Peter Voser

in I by IMD

Case Study

Entrepreneurship through acquisition: Sébastien Perroud and the IAR Group

GENEVA (SWITZERLAND), AUGUST 2021. There was a lot at stake for Sébastien. This was the culmination of his 18-month NCA supported search journey to find a company to acquire. Instead of a single target, he was now faced with the prospect of acquir...

Entrepreneurship Finance Strategy

By Benoit F. Leleux, Dominik Hanslin, Iuliia Mordacheva, Matthias Rey and Frank Schuster

Case Study

HeliService International: Flying ahead

The case follows Oliver Freiland, a former Roland Berger consultant with a successful corporate career, in his quest for the right acquisition target. In 2015 Oliver finally took a leap of faith to buy his way into entrepreneurship by acquiring He...

Entrepreneurship Mergers and Acquisitions Strategy

By Benoit F. Leleux, Stephanie Herzog, Christian Hutter, Markos Vidalis and Selmona Walder

Case Study

Mastercard 2023: Rewired for infinite optionality

In the 2010s, card processing – Mastercard’s flagship service – started showing signs of commodification as new, nimble players (typically, fintech startups thriving on digital) entered the payment processing space, and customer preferences evolve...

Disruption Digital Strategy

By Howard H. Yu, Mark J. Greeven and Martin Králik

Article

Management myth-busters: Does culture really eat strategy for breakfast?

Culture eats strategy for breakfast is one of the most enduring truisms of management. But is it really the case? And what is culture anyway?

Organizational Culture Strategy

By Michael R. Wade

in I by IMD

8 November 2024

What pension funds could learn from Yale

By Raphaël Grieco
in I by IMD

Summary

Pension funds can unlock the potential of venture capital by adapting the successful endowment model, managing risks and illiquidity for long-term growth and stability.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Economics

Finance

Growth

Strategy

Venture Capital

Browse all topics

From pledge to performance: Using design thinking to achieve sustainability goals

By Morten B. Pedersen and Jan van der Kaaij
in I by IMD

Summary