Because we effectively forecasted the downturn of 2009 and the subsequent recovery of 2010, we were well-positioned to avoid costs, reduce working capital, and gain significant market
share,
says Todd Ahern, Demand Manager and S&OP Coordinator, Pigments & Cosmetics.
How Sales and Operations Planning Enabled
EMD Chemicals to Successfully Navigate the Great Recession and
Be Positioned for Growth
Written by Eric Deutsch
| quick links: |
|
|
EMD Chemicals identified the need for a Sales and Operations Planning (S&OP) process in 2007 after not realizing the desired return on investment from implementing an Enterprise Resource Planning (ERP) system. The business unit leaders recognized the need for a more integrated approach to managing the business. A “fast track” approach to implementing the S&OP process was used. The process was operational in two months. A “learn-while-doing,” continuous improvement approach was used to operate the process. The first few monthly cycles were less than perfect, but immediate results were realized. |
 |
|
|
Using S&OP as the integrated business management process for the company’s Pigments & Cosmetics business unit enabled the group to successfully navigate the “Great Recession” of 2009, achieve a rapid industry recovery in 2010, and to be positioned for future growth. EMD Chemicals’ Pigments & Cosmetics business unit recently was certified Class A Capable for S&OP by Oliver Wight, based on the standards contained in Oliver Wight’s Class A Checklist for Business Excellence, Sixth Edition. |
||
Download this full S&OP case study by clicking here. |
||