---
title: "Case Study: Oland Group — S&OP Implementation: Cash Cycle -12 Days, Stock -20%"
date: "2026-06-21"
author: "Youssef"
image: "/images/charts.jpg"
type: "case-study"
keywords: "S&OP, demand planning, cash cycle, working capital"
description: "Oland Group: S&OP process implemented → 2.1 MMAD cash freed, stock -20%, forecast accuracy +15pts."
---

# Case Study: Oland Group — S&OP Implementation: Cash Cycle -12 Days

## Client Profile

**Secteur:** Boissons & Agroalimentaire (diversified portfolio)  
**Taille:** 15 planners + operations  
**Localisation:** Maroc  
**Subsidiaries:** ABC Coca-Cola, Ebertec, Les Celliers de Meknès, SNV (Agro)  
**Problem:** Demand/Supply désalignés → excessive stock + ruptures  

---

## Baseline Problem

### Situation
- Sales demand forecast ≠ Supply planning
- Planners worked independently
- Stock levels: 35% safety buffer (vs 18% target)
- Ruptures: 8% (customer service impact)
- Cash conversion cycle: 52 days (vs 40j target)
- Forecast accuracy: 78% (vs 85%+ needed)

### Root Cause
- No S&OP (Sales & Operations Planning) process
- Demand planning not shared with Supply
- Supply planning had no visibility to demand
- No monthly steering / governance

---

## Intervention (8 weeks)

### Week 1-2: Process Design
- S&OP framework design (monthly cadence)
- Define meetings: Demand review, supply review, integrated planning
- Decision rules, escalation process

### Week 3: Training
- 2-day training: All participants (Sales, Operations, Finance)
- Demand planning methodology
- S&OP mechanics

### Week 4-8: Implementation + Coaching
- Month 1: First S&OP cycle (learning)
- Week 4-8: Refinement + coaching
- Process stabilisation

---

## Results (Post 4 months)

### Demand & Supply Alignment
```
Forecast accuracy: 78% → 89% (+11 pts)
Demand/Supply alignment: 0% → 95%
S&OP adoption: 0% → 100% (monthly meetings consistent)
Forecast variability: High → Stable
```

### Inventory & Cash
| Metric | Baseline | Post | Gain |
|--------|----------|------|------|
| Safety stock level | 35% | 18% | -48% |
| Stock days | 42 | 35 | -7 days |
| Inventory value | 6.5 MMAD | 5.2 MMAD | -1.3 MMAD |
| Cash conversion cycle | 52 days | 40 days | -12 days |

### Financial Impact
```
Cash freed (inventory optimization): 1.3 MMAD
Rupture reduction (8% → 2%): +800K savings/an
Process efficiency: +400K/an
Total Year 1: 2.6 MMAD
Consulting cost: 200K MAD
ROI: 13x | Payback: ~3 weeks
```

### Service Metrics
```
On-time delivery: 92% → 97%
Rupture rate: 8% → 2%
Customer satisfaction: +15% NPS points
```

---

## Timeline

| Phase | Duration | Cost | Impact |
|-------|----------|------|--------|
| Design | 2 weeks | 30K | Process clarity |
| Training | 1 week | 25K | Team readiness |
| Pilot (1 cycle) | 1 week | 20K | Learning |
| Implementation | 4 weeks | 125K | Full adoption |
| **Total** | **8 weeks** | **200K** | **2.6 MMAD benefit/an** |

---

## Key Success Factors

1. **Cross-functional Participation:** Sales + Operations + Finance at same table
2. **Executive Sponsor:** CFO & COO visibly committed
3. **Disciplined Process:** Monthly meeting = non-negotiable
4. **Data Quality:** Demand forecast must be accurate baseline
5. **Feedback Loop:** Monthly review + adjustment (continuous improvement)

---

## Client Testimony

> "Before: Sales promised what they wanted, Supply made what they could. Lots of stock, frequent ruptures. S&OP brought alignment. Now everyone's accountable. Cash freed (1.3 MMAD!), stock balanced, customers happy. Best process investment."
>
> — CFO, Oland Group

---

## Lesson: Process > Technology

- Software WMS = nice-to-have
- S&OP process = must-have
- Process discipline = 90% of success

**One of highest-ROI consulting initiatives possible.**

---

**Essor Consulting** — S&OP & Integrated Planning Expertise