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Oliver Wight is a global company offering a comprehensive array of education and consulting services tailored to a company's unique needs and business environment. Through more than 30 years of providing these services, we work with public sector organizations and blue chip companies around the world, and our methodology - and the quantifiable results generated - are time tested and proven.

The following is a client list that speaks volumes:

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Weir Floway, Inc. S&OP Pumps Weir Floway Performance What we have been able to do through the Sales and Operations Planning process is to affirm internally that we are an engineer-to-order business, and that is the niche that will allow us to survive and thrive. Rick Burris President Weir Floway, Inc. download profile

Formica Corporation How S&OP Sparked a Revival at Formica S&OP isn't a parallel process running alongside the business; it is really interwoven into everything that is important to the business. Mike Fischer President, North America, Formica Corporation download profile

Caterpillar North America Division S&OP Gives Caterpillar an Edge S&OP helps you get a good, accurate forecast number. The framework allows you to respond very quickly, which is pretty important from our standpoint. A quick response avoids or minimizes distruptions...and can yield more sales. Dale Roberts Manager, Sales & Operations Planning Caterpillar North American Commercial Division download profile


Caterpillar Track-Type Tractors Caterpillar's Track-Type Tractor Division improved total supply chain inventory and on-time delivery, and reduced costs dramatically as it achieved Class A in both Chapters 2 and 5 of The Fifth Edition Oliver Wight ABCD Checklist. With Class A, we started to doggedly attack problems. We started to force ourselves to look in the mirror to say, 'Hey there's a piece of bad data. Here's a problem', instead of just shuffling it to the side and saying 'We've got other more important things to do, like build tractors. Al Dremann Order Fulfillment Division Manager Caterpillar Track-Type Tractors Division download profile

Caterpillar Track-Type Tractors

Caterpillar's Track-Type Tractor Division improved total supply chain inventory and on-time delivery, and reduced costs dramatically as it achieved Class A in both Chapters 2 and 5 of The Fifth Edition Oliver Wight ABCD Checklist.

With Class A, we started to doggedly attack problems. We started to force ourselves to look in the mirror to say, 'Hey there's a piece of bad data. Here's a problem', instead of just shuffling it to the side and saying 'We've got other more important things to do, like build tractors.

Al Dremann
Order Fulfillment Division Manager
Caterpillar Track-Type Tractors Division

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Solutia Inc. Solutia Benefits from Having Integrated Planning and Scheduling in Place Improved SAP Functionality and Effective Demand Management Enables Aviation Fluids Manufacturer to Surmount September 11 Disaster. We needed to think about what this is going to do to our business. There wasn't much we could do to change what was going to happen but we needed to analyze what the impact would be and develop the plan to make sure our business stayed successful. Kurt Martin MRP II Project Leader and Demand Manager Solutia, Inc. download profile

Solutia Inc.
Solutia Benefits from Having Integrated Planning and Scheduling in Place

Improved SAP Functionality and Effective Demand Management Enables Aviation Fluids Manufacturer to Surmount September 11 Disaster.

We needed to think about what this is going to do to our business. There wasn't much we could do to change what was going to happen but we needed to analyze what the impact would be and develop the plan to make sure our business stayed successful.

Kurt Martin
MRP II Project Leader and Demand Manager
Solutia, Inc.

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Leggett & Platt Leggett & Platt Plant Make Shift to Working Within Supply Chain Leggett & Platt, Carthage Division shifted its plants to a network of branches in a nationwide supply chain. The once autonomous facility has now become part of a nationwide supply chain that includes internal customers. After setting out an implementation plan, managers then began training the rest of the staff at the Carthage facility. Sixty-five percent of my product goes to another Leggett facility. We didn't ever worry about forecasting for another facility, and now that is part of our way of life. Eric Rhea Branch Manager Leggett & Platt Carthage Plant download profile

Leggett & Platt
Leggett & Platt Plant Make Shift to Working Within Supply Chain

Leggett & Platt, Carthage Division shifted its plants to a network of branches in a nationwide supply chain. The once autonomous facility has now become part of a nationwide supply chain that includes internal customers. After setting out an implementation plan, managers then began training the rest of the staff at the Carthage facility.

Sixty-five percent of my product goes to another Leggett facility. We didn't ever worry about forecasting for another facility, and now that is part of our way of life.

Eric Rhea
Branch Manager
Leggett & Platt Carthage Plant

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Leggett & Platt Plants Meet Challenges of Integrating With Supply Chain Customer satisfaction has extended from external customers to an entire supply chain including internal customers. Leggett & Platt's Hoover Plant, recently acquired by L&P, not only had to shift from its informal planning and control systems to formalized Sales & Operations Planning but was also then required to meet the needs of both internal and external customers. S&OP made a big difference. We got all the players together in one place to handle customer requirements, their future needs, changes to the product, and so on. Before, we did all this piecemeal. Gary Bayma Branch Manager Leggett & Platt, Hoover Plant download profile

Leggett & Platt
Plants Meet Challenges of Integrating With Supply Chain

Customer satisfaction has extended from external customers to an entire supply chain including internal customers. Leggett & Platt's Hoover Plant, recently acquired by L&P, not only had to shift from its informal planning and control systems to formalized Sales & Operations Planning but was also then required to meet the needs of both internal and external customers.

S&OP made a big difference. We got all the players together in one place to handle customer requirements, their future needs, changes to the product, and so on. Before, we did all this piecemeal.

Gary Bayma
Branch Manager
Leggett & Platt, Hoover Plant

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Bird Electronics Transforming Customer Dissatisfaction Into Award-Winning Success Bird Electronics achieved "Class A " results through instituting MRP II and Sales and Operations Planning by dramatically changing processes within the company and engaging cross-functional teams. Class A illuminates the entire company and especially the weakest links. Dick Hannan President Bird Technologies Group download profile

Bird Electronics
Transforming Customer Dissatisfaction Into Award-Winning Success

Bird Electronics achieved "Class A " results through instituting MRP II and Sales and Operations Planning by dramatically changing processes within the company and engaging cross-functional teams.

Class A illuminates the entire company and especially the weakest links.

Dick Hannan
President
Bird Technologies Group

download profile