Client Overview
Region
Switzerland
Industry
Pharmaceuticals
Challenges
- Fragmented Planning Processes
- Lack of Visibility & Collaboration
- Needed guidance for Vendor Selection Process
Results
- Standardized Planning Processes
- Improved Collaboration
- Effective Vendor Selection
- Clear Implementation Roadmap
1. Challenge Overview
Misaligned Planning Processes
Ferring relied on a disjointed mix of tools and spreadsheets, leading to:
- Inconsistent demand forecasts and supply plans.
- Lack of a common planning framework across global teams.
- Difficulty in consolidating data for global S&OP reviews.
Visibility & Collaboration Issues
Without standardized planning workflows, teams struggled to:
- Align demand planning across regions.
- Coordinate between supply chain functions.
- Gain a single, structured view of planning decisions.
Needed guidance for Vendor Selection Process
The company lacked a clear approach to selecting a new planning system, making it hard to:
- Define key system requirements based on business priorities.
- Compare different vendor solutions effectively.
- Align decision-making across global stakeholders.
2. Solution
Target Operating Model for Demand & Supply Planning
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We worked closely with key stakeholders to redesign planning processes that:
- Established consistent demand planning methodologies.
- Aligned supply planning processes across global operations.
- Structured an S&OP framework that integrates demand, supply, and finance.
Vendor Selection & RFP Process
To ensure Ferring chose the right software, we:
- Defined RFP criteria to evaluate vendor capabilities.
- Weighted key selection factors to prioritize essential features.
- Led vendor demonstrations & product evaluations for informed decision-making.
Project Roadmap & Implementation Strategy
- Centralized Decision Making – Consolidated 35 sales organizations and 8 factories into a single supply chain view.
- Automated Planning Workflows – Reduced manual effort in data validation and reconciliation across regions.
- Standardized Processes – Established uniform planning procedures, increasing efficiency and reducing lead times.
3. Results
Standardized Planning Processes
Demand and supply planning were fully aligned, creating a single source of truth across global and local teams. This eliminated inconsistencies and improved forecast accuracy.
Improved Collaboration
S&OP cycles were structured with clearly defined roles, ensuring seamless coordination between demand planners, supply teams, and executive decision-makers. This reduced silos and enhanced cross-functional visibility.
Effective Vendor Selection
A structured RFP process was implemented, allowing Ferring to evaluate planning software based on critical business needs. Vendor demonstrations and scoring ensured the selection of a system that met operational and strategic requirements.
Clear Implementation Roadmap
A phased rollout plan was developed to align with the needs of central and regional planning teams, minimizing disruptions and ensuring a smooth transition to the new planning framework.
By defining clear processes, selecting the right technology, and structuring an effective implementation roadmap, Ferring now operates with a scalable and efficient planning framework, improving decision-making and long-term supply chain performance.
Quick navigation
- Misaligned Planning Processes
- Visibility & Collaboration Issues
- Needed guidance for Vendor Selection
- Target Operating Model
- Vendor Selection & RFP Process
- Project Roadmap & Implementation Strategy
- Standardized Planning Processes
- Improved Collaboration
- Effective Vendor Selection
- Clear Implementation Roadmap
