S&OP
We rebuilt sales and operations planning as an active decision engine, replacing a monthly status meeting with a weekly rhythm that turns inventory, margin, and demand into a single coordinated decision.
Technology
ML + LLMs
Timeline
6 Months
Target ROI
Inventory need
0hrs
0hrs
Avg monthly hours saved
0%
0%
Improvement on target outcome
0
0
Months to go live
S&OP was never meant to be a status update. It was meant to be the moment the business decides how to win the next 90 days.
Most S&OP processes have decayed into coordination meetings. Forecasts are presented, stock positions reviewed, and decisions deferred until next month. The data arrives late, in inconsistent formats, and rarely connects back to the financial outcome it should drive. The process exists, but it does not change anything. Inventory keeps building, working capital keeps tightening, and the teams running it spend more time preparing the deck than acting on what it shows.
We connected every data source the cycle should be using and rarely is. Sellthrough velocity, forward order book, supplier capacity, open-to-buy, channel-level margin, and cash position, all consolidated into a single model that processes the full picture before every meeting. Machine learning identifies the highest-leverage decisions across revenue, margin, and inventory simultaneously. LLMs translate the output into the briefs each function actually needs, in the language each function actually uses. Scenario tools let leadership test the financial impact of every major decision before committing to it.
The business stops reacting to last month and starts engineering the next quarter. Inventory becomes a tool. Margin becomes a planning input. S&OP becomes the moment the business decides, with full visibility, exactly how to grow.
Unified planning data layer
AI decision engine
Scenario and simulation tools
Embedded weekly rhythm and team enablement
From planning theatre to planning leverage.
The teams that ran this process used to spend their week building the deck. Now they spend it deciding. Inventory dropped by 32% while the business kept growing. Working capital that had been locked in slow-moving stock is now funding the next phase. The S&OP meeting is no longer the bottleneck of the operating month. It is the moment the business sets direction for the next quarter, with the full picture in front of it and the confidence to act.
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