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S&OP implementation for a medical equipment manufacturer

PTL Co established a practical monthly S&OP process linking commercial forecasts, operational capacity and inventory decisions.

THE CHALLENGE

Connecting demand, capacity and inventory

Client

Medical equipment manufacturer

Sector

Medical equipment

Scale

2 manufacturing sites; 15 international sales territories

Engagement

S&OP

PTL Co helped a medical equipment manufacturer establish a live monthly S&OP process across an 18-month planning horizon, improving visibility of demand, capacity and inventory decisions for an initial portfolio of 302 products. The business needed a more joined-up process linking commercial forecasts, operational capacity and inventory requirements across multiple business areas and territories.

Planning data, product coding and reporting issues also had to be resolved before the process could operate effectively. Forecast assumptions were not always visible across functions, making it difficult to reconcile expected demand with supply capability and stock availability. The client required a five-step monthly planning process, agreed responsibilities and a repeatable management rhythm that could identify gaps early. The process also had to be practical enough for teams to maintain after a 12-week design and deployment period.

18 month

planning horizon

5 step

monthly S&OP process

302

products

12 week

design and deployment

WHAT WE DID

Delivery framework

PTL Co designed and launched a practical S&OP framework by connecting commercial forecasts, product-level demand, capacity assumptions and inventory planning into a repeatable monthly process. The work also addressed coding, data and reporting issues so the process could operate in live management routines rather than remain a theoretical planning model. This created a common structure for reviewing assumptions, identifying gaps and escalating decisions before short-term supply or service issues emerged.

1. DESIGN FRAMEWORK

Define the monthly planning structure, meeting rhythm, decision points and functional responsibilities needed to make S&OP repeatable.

2. REVIEW DEMAND

Build a consistent forward demand view by bringing together product, territory and commercial planning assumptions.

3. PLAN CAPACITY

Assess supply and operational constraints so forecast demand could be tested against realistic capacity and inventory availability.

4. RECONCILE PLANS

Balance demand, capacity and inventory assumptions, identifying gaps, risks and decisions that needed management attention.

5. SUPPORT LAUNCH

Guide the first live planning cycles so the process became embedded in management routines rather than remaining a project output.

WHAT WE ACHIEVED

Outcomes that carried into day-to-day operation

The client gained a live monthly planning rhythm that made demand, capacity and inventory risks visible earlier and gave functional teams a shared route for resolving gaps. The process improved ownership of forecast inputs, supply constraints and management decisions, helping the business move from fragmented planning discussions to a more disciplined S&OP cycle. It also created a practical forum for challenging assumptions, agreeing actions and escalating decisions before short-term supply or service risks became harder to manage.

Live monthly process.

The business gained a practical recurring S&OP cycle that connected demand, capacity and inventory discussions into one management rhythm instead of separate functional reviews.

Improved forward visibility.

Future demand, capacity and inventory pressures became clearer across the 18-month horizon, allowing emerging gaps to be identified before they affected supply or service.

Clearer ownership.

Roles and responsibilities were defined across functions, making it clearer who owned forecast inputs, supply constraints, data quality and management decisions.

Better risk management.

Supply and capacity issues could be addressed earlier, with the process creating a repeatable forum for resolving gaps, assumptions and trade-offs before they reached the customer.

PTL CO EXPERTISE

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Discover the services behind succesful project delivery.

Sales & Operations Planning (S&OP)

Effective Sales & Operations Planning aligns demand, supply, inventory and operational capacity to support informed decision-making. A structured S&OP process helps businesses balance customer service, cost and working capital objectives.

PTL Co supports organisations in developing practical S&OP frameworks, improving cross-functional collaboration, enhancing forecasting accuracy and creating a single, agreed plan to drive business performance and resilience.