Integrated planning and control model
Why Integrated Planning Is the Key to Operational Excellence
Is your supply chain planning also incomplete: strategy, sales planning, inventory management, and production control all running in parallel? The result: shortages, overstocks, frantic coordination, and a lot of Excel spreadsheets. An integrated planning and control model provides a solution: it interlinkes planning processes from forecasting and inventory management to production and combines classic push methods with modern pull elements such as Kanban and Heijunka. The result: a consistent planning cycle, improved controllability, less waste, and a more stable supply chain.
Does this sound familiar?
– Are your planning processes isolated and not seamlessly integrated?
– Is there a lack of coordination between sales planning, scheduling, and production?
– Despite having an ERP system, are you still working with numerous Excel spreadsheets?
– Is your scheduling reactive rather than proactive?
– Is your production suffering from peak loads and downtime?
Then it’s worth considering an integrated control model.
Our consulting approach: End-to-end planning – from forecasting to production.
By working with us, you benefit from a consistently integrated, field-proven control concept that intelligently combines push and pull methods:
Connecting planning levels
We analyze your planning processes end-to-end, define a coordinated control model from sales to production, and realign responsibilities.
Introduce production leveling
Where it makes sense, we smooth out production volumes and product mix to achieve stable processes, less waste and consistently high capacity utilization.
Optimize planning
With dynamic simulation and key performance indicator (KPI) control, we put your planning on a solid foundation – with precise parameters, clear rules and a high degree of automation.
Establishing Kanban and supermarket concepts
We identify suitable parts and processes for pull control, dimension Kanban loops and implement self-regulating replenishment control in production and material flow.
System Support & Integration
We integrate the model into existing ERP/APS systems (e.g. SAP, DISKOVER, etc.) and create transparency through suitable visualizations (e.g. Heijunka boards).
Examples of our consulting services
– Development and implementation of integrated planning models
– Simulation-based inventory optimization
– Kanban implementation using the supermarket principle
– Introduction of Heijunka, Rhythm Wheel, or Product Wheel concepts for production leveling
– Integration of the control model into ERP/APS systems
Typical questions we answer
– How can our planning processes be aligned?
– How can inventory parameters be effectively defined and maintained?
– Which parts are suitable for Kanban, and which for push planning?
– How can we ensure smooth production despite demand variability?
– How does our ERP/APS system support end-to-end planning?
What makes us different
We combine operational process expertise with methodological depth and systems understanding. Instead of tweaking individual parameters, we build a consistent overall model. Our strengths: simulation and prototyping in the digital twin, visualization of the effects (e.g., on inventory, delivery times, capacity utilization), and supported implementation management.
Interlocking instead of individual optimization
We combine planning, manufacturing and sales into a comprehensive model.
Practical and user-friendly
Our concepts are operationally robust, system-oriented, and proven in real-world control situations.
Simulation in the digital twin
We test the effects of new control concepts in a realistic environment beforehand.
Standard + Differentiation
We establish standards where it makes sense – and differentiate where necessary.
High acceptance through participation
We involve teams early on and make the effects tangible.
A machine manufacturer implemented a data-driven target inventory control system with us.
Result: -22% inventory reduction with consistent delivery capability, +35% increased inventory transparency, -18% less clarification effort in order processing.
A hidden champion in the automotive sector used an early warning system to identify forecasting errors in action planning in a timely manner and was able to reduce missing parts and special costs by 27%.
FAQ – Frequently Asked Questions
What is a supply chain control tower in logistics?
A supply chain control tower brings together important data and metrics in one central view. It can show inventory levels, delivery dates, bottlenecks and deviations. This gives procurement, planning and logistics teams a shared basis for decisions and helps them respond to problems. How current the information is depends on the connected systems.
How can supply chain data quality be improved for the long term?
Good data quality requires clear responsibilities and regular checks. The first step is to identify errors in master and transaction data, such as incorrect lead times, units of measure or planning parameters. Rules for data entry, assigned owners and checks in daily operations then help keep the data reliable after the initial clean-up.
Which KPIs matter most in logistics controlling?
Useful logistics KPIs show whether the supply chain is meeting its goals and where deviations occur. They may include product availability, days of supply, inventory turnover, on-time delivery and planning quality. The right metrics depend on the business model. Consistent definitions and the ability to act on the results are essential.
How can a digital twin support logistics controlling?
A digital twin models relevant relationships within the supply chain. It can be used to test changes to safety stock, lead times or planning parameters before they are implemented. This allows logistics controlling teams to compare the potential effects on inventory, product availability and costs, and to set targets on a more informed basis.
What are the benefits of a supply chain early warning system?
An early warning system flags critical changes before they fully affect performance. It may identify unusual demand patterns, incorrect planning parameters or emerging supply shortages. For the alerts to be useful, they need reliable data, appropriate thresholds and clear responsibilities for responding to them.