We helped an international retailer design a customer-centric strategy and value proposition, resulting in their best financial performance to date.

We supported a high-tech luxury goods company’s innovation team in identifying EUR 30+ million across three new growth opportunity areas (a total of EUR 90+ million), as well as what it would take to realise the revenue uplift.

We helped a leading international furniture player update their corporate strategy, including country-specific growth strategies.

We helped develop market opportunity and growth realisation plans for a leading food and beverage company, creating strong ownership among 350+ employees across the organisation.

By identifying and quantifying complexity drivers in the associated product portfolio, we successfully facilitated a EUR 54 million reduction in complexity costs for an FMCG client.

We developed a state-of-the-art planning system across all functions (demand planning, supply planning, financial planning etc.) and horizons (strategic, IBP, S&OE). The solution was implemented across all business areas.

Creating an optimised and less time-consuming demand planning process with improved forecast accuracy, resulting in 50% reduced bias and 30% improved demand planning accuracy. The solution handled baseline and promotion demand as well as statistical forecasting.

We helped implement a five-time expansion of the central warehouse and upgraded the existing automated warehouse solution. This included designing the future warehouse expansion automation solution, including layout, material flow and user requirement specification and collaboration with vendors for negotiation and implementation.

Through this project, we redefined the annual planning process for commodities using SAP IBP to forecast supply and demand planning over a span of three months. This led to increased profitability due to improved transparency and more accurate forecasting.

In collaboration with the IT PMO team, we implemented a more efficient and transparent resource capacity management paradigm. The implementation enabled efficient resource allocation across the IT project portfolio, identification of resource bottlenecks and an overview of the supply and demand of all resource types.

To reduce time to market, the project introduced agile ways of working at a portfolio level, value stream level and team level. The project involved more than 100 FTEs and led to reduced time to market for business and IT solutions, balanced resource utilisation and streamlined processes for development, organisational robustness and agility as well as roles and responsibilities.

The project implemented multiple tech upgrades across the merchandise planning value chain, redesigned the entire end-to-end process to become more data-driven and automated and linked up with the new commercial operating model. Additionally, we established one team out of the previously siloed functions, including product, merchandise planning, forecast and ordering as well as commercial and trade.

In collaboration with a leading consumer electronics company, we defined a win-a-market blueprint for six priority markets, resulting in five times increased commercial growth.

We re-evaluated a fashion retailer’s brand strategy, focusing on understanding the key drivers of choice, customer needs and behaviour and barriers to purchasing in critical touchpoints. This resulted in a +15% sales increase for target customers.

We developed the commercial strategy for a market-leading consumer goods company, resulting in a redefined addressable market, a new commercial direction and the identification of EUR 260+ million in potential revenue growth.

Developed a customer-first operating and go-to-market model for a food and beverage producer.

In collaboration with a major dairy player, we developed a new range of products rooted in market and consumer research using Implement’s product innovation design methodology.

We supported a global supplier of breaks, trucks and trains with a full-scale assessment and realisation of synergies across different departments. The implementation included a new global organisation and operating model.

We assisted in optimising the six core processes: recruitment and onboarding, master data, compensation and benefits, performance management, succession planning and learning.

We designed and delivered a global commercial capability development academy for a leading FMCG player, focusing on developing senior leaders’ commercial strategy and sales coaching skills. The academy achieved record-high participation rates and high satisfaction scores.

The work focused on delivering a change journey for different stakeholder groups, supporting and following them throughout the entire preparation and go-live of a new system to enable optimised allocation and auto-replenishment.

We supported the pre-closing preparatory work and the future target operating model design. Based on the success of the pre-merger process, we did the post-merger integration of topics such as ways of working and cultural integration.