As part of its plans to increase globalisation, and following success in the UK and Europe, cosmetics giant Revlon is now rolling out its Oliver Wight Integrated Business Planning (IBP) programme across all regions.
The decision to implement IBP on a global level was taken after seeing spectacular results within the European operation, where inventory was reduced by 50% whilst service levels rose to 98.5%.
The IBP programme has paid dividends in terms of organisational visibility, planning and better integrated processes. “It was huge progress for the organisation. Prior to the programme, processes had been disconnected and not very well documented,” says Revlon senior vice president, Simon Worraker.
Revlon is a $1.3bn global business, with market-leading brands in cosmetics, skincare and personal care. It has factories on four continents and raw materials and components are sourced across the world. The fast-paced cosmetics and personal care sectors require speed to market. “In Europe, OTIF for new products improved from 40% to 95%, forecast errors halved and we made massive cuts to our SKUs - they fell from 7,500 to 810,” Worraker says.
To ensure a common standard and approach throughout Revlon, IBP has now been included in the corporate objectives and operating framework. “To put IBP at the centre of this document sent a clear message to the worldwide organisation that this was going to happen and it was supported from the top,” says Revlon’s Chief Operating Officer, Chris Elshaw. IBP leaders and demand planners have been hired for each region and local implementation is underway with education for regional and national leadership teams.
Change is already taking root; excellent progress against the global organisation’s milestones has been made and the business is forecasting eight quarters ahead. “It is a big challenge and we have set ourselves aggressive goals but Oliver Wight have been there supporting us all the way. They are like a mountain guide, showing you the route to the summit and helping you on the steeper parts,” concludes Elshaw.
About Oliver Wight
Oliver Wight has a 40 year track record of delivering business improvement to some of the world’s best-known organisations. With a team of professionals offering a wealth of experience, Oliver Wight is the largest consultancy of its type, with offices throughout Europe, South Africa, North and South America, and the Asia Pacific region. We believe that sustainable business improvement can’t be delivered by external consultants but only by our clients’ own people, so unlike other consultancy firms, we transfer our knowledge to them, helping deliver performance levels and financial results that last.
Integrated Business Planning
At the leading edge of management thinking and practice, our Integrated Business Planning (IBP) model lies at the heart of our clients’ journey to outstanding business performance. Oliver Wight are the originators of sales and operations planning (S&OP) and IBP can most simply be described as advanced S&OP. However, unlike S&OP, IBP brings a truly strategic perspective, integrating diverse processes - in the extended supply chain, product and customer portfolios, customer demand and strategic planning - into one seamless management process.
Supply Chain Optimisation
In an uncertain business climate, volatile demand and unpredictability can expose weaknesses in supply chain performance. Supply Chain Optimisation helps companies improve sub-standard systems and processes, delivering a significant return to the bottom line.
Meeting the Class A Standard
The Oliver Wight Class A Checklist is the longest standing and most successful business assessment tool. The latest, Sixth Edition, raises the bar, and sets ever more demanding standards for companies on their journey to business excellence and the Oliver Wight Class A standard.