This has had such a profound effect on how we operate that we now talk about before Value Race, and after Value Race.

CFO / International Beverage Company

Case for Change

An International Beverage Company was already a strong leader in its market yet wanted to improve the overall resilience of its planning systems and processes through an initial diagnostic of its Supply Chain.

Shared Vision

To implement an operational improvement in the end-to-end planning of the company, covering people, processes and tools. To action the various workstreams defined in the diagnostic with aggressive timings, of which the implementation of a best-in-class S&OP was part.

Feasible Plan

Working with the Management Team, we identified 5 workstreams with specific milestones and deliverables. We fixed some immediate burning issues linked to poor systems capabilities, developed an S&OP Playbook, coached the teams through initial S&OP steps, upgraded their planning systems and planned their logistic landscape to cope with their growth plans.

Capability to Deliver

The upgraded planning system was implemented in less than 6 months, the S&OP first cycles started 4 months after the start of the diagnostic and ~60 functional leaders were trained in the new way of working through the Business Simulation Game: Value Race.


Delivered a step change in Business and Operational planning capabilities in less than 6 months.

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