Supply chain planning

Well managed functions can operate in silos, but effective supply chains – the ones that begin to drive competitive advantage – think beyond these silos and plan across the business. This end-to-end planning is the ‘glue’ that holds an effective supply chain together.

Governed by a Sales & Operations Planning process, the supporting planning processes configure and manage the supply chain to meet cost, service and working capital objectives. Commercial sales and brand strategies are supported by customer and market insights to define a realistic demand plan. The demand plan is then translated into production and material requirements by managing risk through capacity and inventory to achieve the best cost-to-serve.

Crimson & Co ensures that the supply chain planning processes are designed, integrated and managed to meet the supply chain strategy, supported by appropriate system functionality.

Sales and Operations Planning (S&OP)

Demand management forecasting & promotions


Production planning & scheduling

Materials inventory management

Materials planning & scheduling

FG inventory management

Run strategy & capacity

Distribution planning

Planning system selection and implementation

Advanced planning systems

Advanced planning and scheduling (APS) systems can deliver huge benefits for businesses, improving customer service, reducing transport costs and inventory, improving asset and staff utilisation, increasing profit and improving internal communication.

We advise companies on the selection and implementation of APS systems. Following our independent selection process that takes into consideration system functionality, the business environment and the impact on staff, we make sure that our clients choose the best solution for their business.

A successful programme goes beyond the technical aspects of an APS system, ensuring it is fully integrated into the organisation and optimising key trade-offs. Using our Assess Design Embed™ transformation approach, we make sure that the right transformation decisions are made at the right time by the right people. This generates better and faster results with sustained change and lower risk.

We typically help our clients realise the following business wide benefits: 20% reduction in working capital, 6% reduction in logistics costs, 5% increase in customer service and up to 3% decrease in cost of goods sold.

The results of the 2016 Insight report ‘APS Revolution’ have been particularly revealing

Read the report

Selecting and implementing a new APS system can have business wide benefits

Learn more

Our experience includes:

Global cosmetics supply planning improvement

  • Improved service levels from 97% to a consistent 99.5%
  • Delivered a 3yr planning strategy for Poland, Russia & Germany
  • Developed rollout plans for Brazil, Venezuela and Mexico
  • Developed & delivered training programmes

European cosmetics – S&OP planning

  • Reduced production capacity shortages
  • Better use of third party manufacturers
  • More accurate deployment of raw materials
  • Improved material availability
  • Service level improvements

Global FMCG (Indonesia) S&OP

  • 28% revenue increase
  • Customer service level raised to 98%
  • 23% reduction in working capital
  • NPD launch success up 400%
  • Integrated approach embedded

Soft drinks – planning & control strategy

  • £5m cash release from inventory reduction
  • Reduction in stock holding costs of £500k per annum
  • Closed one factory and so reduced annual production costs by £2m
  • Sales increases through increased stock availability of £1m per annum
  • Returned PET business to £5m per annum profitability

Alcoholic drinks – planning & control strategy

  • Stronger demand management process to review forecasts and challenge markets over uplifts & inaccuracies
  • Central supply chain co-ordination with visibility of inventory, customer orders and production schedules
  • Central NPI co-ordinator with power to control product launch dynamics
  • Single manufacturing policy on product to line allocations, line scheduling, and co-packer co-ordination
  • Production improvement initiative to raise reliable output, reduce line


Power station – RFP for planning and optimisation system

  • Selected a supplier that met all functionality requirements within timelines, maximising first year benefits
  • Competitive fixed price bids due to suppliers’ view of reduced project risk
  • Over 10% improvement on initial offer through focused negotiations
  • Deferred licencing and support costs, which made up 68% of the year 1 costs until after go-live