Published Online:August 2025
Product Name:The IUP Journal of Operations Management
Product Type:Article
Product Code:IJOM020825
DOI:10.71329/IUPJOM/2025.24.3.36-45
Author Name:Ankur Kumar Jain
Availability:YES
Subject/Domain:Management
Download Format:PDF
Pages:36-45
This paper presents a demand planning transformation initiative executed in a fast-scaling B2B distribution startup that managed a wide assortment of product categories across geographies. The legacy planning setup was heavily fragmented, lacked standardization, and suffered from low forecast accuracy, limited system enablement, and inadequate cross-functional integration. These inefficiencies translated into poor service levels, excess inventory, and reactive firefighting. To address these systemic gaps, the study designed and implemented a structured, digitally-enabled sales and operations planning (S&OP) framework. The framework achieved significant outcomes. Forecast bias reduced by 18%, while service levels improved from 88% to 97%. Inventory excesses and obsolescence were addressed through dynamic segmentation and visibility, leading to the release of 3.5 cr in working capital. Planning cycle time was reduced by 30%, resulting in faster response times and improved planner productivity. Additionally, the initiative strengthened cross-functional collaboration, enhanced demand signal accuracy, and laid a scalable foundation for future maturity in integrated business planning (IBP).
Business-to-Business (B2B) organizations, particularly startups operating in the distribution sector, are increasingly navigating a volatile and uncertain business environment marked by fluctuating demand patterns, fragmented supply chains, and shorter product lifecycles.