From mental knowledge
to transparent planning processes with
SAP IBP
How a global market leader in the production of machine needles standardized its planning, established a structured S&OP process, and improved collaboration between planning, sales, and production worldwide.
01 Challenges
Knowledge-dependent global planning processes
Prior to the implementation of SAP IBP, planning was heavily reliant on individual expertise. Processes were poorly standardized, and coverage was limited. Furthermore, collaboration with non-German-speaking consulting teams presented an additional challenge, particularly with complex and explanation-intensive topics.
Furthermore, a structured S&OP process was new territory for the company. At the same time, planning at Groz-Beckert takes place across multiple locations worldwide – including in Europe, Asia, America, and India. This made a common, transparent planning basis particularly important.
"The issues are already complex. If a language barrier is added, it becomes significantly more difficult for everyone."
02 Solution approach with TIVTAL
Standardized planning through personal consultation
With TIVTAL, the company deliberately opted for German-language, personal consulting. The focus was on the joint development of standardized, traceable processes and on establishing a structured S&OP process with the Supply Chain Optimizer.
Planning steps were clearly defined and designed to be understandable and traceable across different locations and teams. The collaboration was characterized by direct communication and expert support.
03 Resultsin everyday life
Transparent processes & better collaboration
Automated, cost-based prioritization and finite planning enable Groz-Beckert to have smooth production planning and a quick response to unforeseen events.
Rule-based planning with SAP IBP has significantly reduced dependence on individual people. Processes are now standardized, more transparent, and easier to justify – even across different locations.
The improved cooperation between planning, sales and production is perceived as particularly positive.
"The system forces a standardization of processes. If someone has to stand in for a colleague or look over their shoulder, they can find their way around much faster."
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Samuel de Vos
Managing Director
Managing Director
