Laminex was first established in a small shed in suburban Melbourne in 1934. Since then, the company has grown substantially to become one of the largest employers in its sector, with a network of manufacturing plants in seven locations across four states. The product range now includes engineered stone, modern laminates, acrylic surfaces, timber panelling products and more.
In late 2019, the leadership team realized it needed to improve its business planning and execution processes. It was apparent there were multiple sets of numbers being used and that different parts of the business were not well synchronized. Forecasts were not regarded as credible, resulting in a lack of trust. These concerns were being manifested in high inventory, regular stock-outs, and an inability to effectively support new product introduction.
Oliver Wight was asked to conduct a diagnostic and recommend a pathway for improvement. Based on the diagnostic feedback, Laminex Australia asked Oliver Wight to assist with a program to redesign and upgrade its existing monthly S&OP process to Integrated Business Planning (IBP), supported by Integrated Tactical Planning to improve short-term control and execution.
Find out more about the company’s journey in this case study.