Service · 01
S&OP / IBP Decision Improvement
I help pharma supply chain and planning teams turn S&OP and IBP from a reporting cycle into a genuine decision process. We clarify the decisions that matter, the assumptions behind them, and who owns them. The familiar entry point is S&OP. The development path is IBP. The method follows once your team understands the problem.
What is included
Process design — mapping the planning cycle to the decisions your leadership actually needs to make, at the right cadence.
Decision logic — making the balance among service, inventory and capacity visible, so choices are made on purpose, not by default.
Governance — clear ownership for each decision, with a named owner and a defined next review point.
S&OP maturity assessment — a structured read of where your planning process supports decisions today and where it breaks down.
Typical outcomes
These are the changes teams work toward. They depend on your starting point and the decisions you choose to address.
Working capital
Less inventory held without a reason, as decisions about service and stock are made explicitly rather than absorbed as safety.
Patient access
Fewer avoidable stockouts of the products that matter, because supply and commercial assumptions are aligned early enough.
Fewer repeated escalations
Decisions that close rather than recycle, because the root choice and its owner are named the first time.
How it works
01
Clarify the decision
We define which decision is actually open, what it depends on, and when it must be taken.
02
Examine the options
We lay out the realistic choices across demand, supply and finance, with the assumptions behind each.
03
Agree actions and ownership
We agree what will be done, who owns it, and when it will be reviewed again.