Supply Chain Planning Transformation in a Global CPG Enterprise

The Situation

First regional rollout of global supply chain planning platform

A global consumer packaged goods organization initiated its first North American deployment of a new supply chain planning platform (Kinaxis/OMP) as part of a broader enterprise transformation. The initiative aimed to transition from fragmented planning processes toward a unified, system-driven planning model enabling real-time decision-making and global alignment.

Client: Global CPG Enterprise (GCPG Co.)
Scope: First North America deployment of global supply chain planning platform (Kinaxis / OMP)
Role: Change Management Lead (Execution-Focused Transformation Advisory)

The environment was operationally complex:

Fragmented planning processes across regions and tools
Heavy reliance on Excel and local decision-making
SAP S/4HANA integration dependencies
High-pressure first regional rollout with global visibility
Strong stakeholder environment with low tolerance for disruption

Critically: engagement initiated following a gap in prior change support. Stakeholder confidence was degraded. Adoption risk was elevated before execution began.

Where Transformation Was at Risk

Adoption threatened by trust gaps and resistance to system-driven planning

Planning roles shifting to system-driven decision logic — requiring behavioral and process change
Low trust in system outputs following gaps in prior change support
Excel shadow systems likely to persist post-go-live
Leadership misalignment across regions — global priorities not fully aligned to North American execution realities
Data trust concerns stemming from S/4HANA integration dependencies
Change support perceived as reactive rather than embedded in delivery

Without structured intervention, adoption would fail. System-based planning would not replace Excel-driven workflows. The first regional rollout would be at risk.

What Was Done

Embedded change leadership into planning execution

Synerquest was engaged to restore stakeholder confidence, stabilize adoption risk, and embed change leadership directly into the supply chain planning transformation — aligned to the Align / Engage / Enable / Evolve execution framework.

Align

Reassessed impact and stakeholder landscape following prior change gap
Identified critical adoption risks across planning, demand, and supply functions
Repositioned change as execution alignment — not communications overhead
Re-engaged leadership accountability across global and regional planning leadership

Engage

Direct engagement with planning leadership to restore confidence and trust
Aligned process owners to execution priorities and system-based planning expectations
Addressed skepticism transparently through scenario-based planning walkthroughs
Shifted narrative from "new tool" to "decision model transformation"

Enable

Role-based training aligned to real planning workflows — not generic system training
Balanced champion and direct user enablement to ensure broad organizational reach
Integrated change into deployment milestones and go-live readiness gates
Built system trust through scenario-based learning and hands-on simulations

Evolve

Mitigated Excel shadow system risks through post-go-live adoption tracking
Reinforced leadership behaviors to sustain system-driven planning execution
Embedded feedback loops to identify and resolve data trust concerns early
Maintained global-regional alignment through structured governance touchpoints

Execution in Practice

How change leadership drove adoption in a high-risk deployment

Embedded change into planning execution — not treated as a parallel communications workstream
Integrated change with governance and delivery — ensuring accountability and alignment
Addressed behavioral resistance to loss of control over Excel-driven planning
Enabled effective system-based planning through real-world scenario training
Reinforced leadership visibility and commitment throughout deployment

Change leadership was not layered on top. It was embedded into how planning transformation executed.

What Changed

Before and after embedded change leadership

Planning Execution

Excel-driven, fragmented across regions

System-based planning with real-time decision logic

Stakeholder Trust

Degraded following prior change gap

Restored through direct engagement and transparent execution

Adoption Risk

Elevated, with shadow system concerns

Mitigated through role-based enablement and post-go-live tracking

Leadership Alignment

Misaligned across global and regional priorities

Unified through structured governance and accountability

Change Support

Reactive, disconnected from delivery

Embedded, integrated, and aligned to execution milestones

Where Change Leadership Drove Value

Measurable outcomes across adoption, alignment, and risk reduction

Adoption & Behavior: Shift to scenario-based planning; Increased system trust; Reduced Excel reliance

Execution Alignment: Global and regional alignment achieved; Clear ownership across functions; Integrated delivery across change, process, and system

Risk Reduction: Stabilized high-risk deployment; Proactively addressed adoption barriers; Reduced post-go-live failure risk

Leadership Visibility: Restored executive confidence; Sustained sponsorship throughout deployment; Aligned global transformation priorities to regional execution

Outcomes

What held beyond go-live

Adoption achieved in high-risk deployment environment
Stakeholder trust restored across planning, demand, and supply functions
Reduced manual workarounds and Excel shadow systems
Improved planning alignment and performance across North American operations
First regional rollout completed successfully — enabling subsequent global deployments

Why It Worked

Change embedded into execution — not layered on top

Change embedded into execution from the start — not treated as parallel communications
Direct stakeholder engagement at the planning leadership level — restoring trust and confidence
Alignment across process, system, and behavior — ensuring adoption translated into performance
Early mitigation of adoption risks — preventing post-go-live failures
Role-based enablement tied to real planning workflows — not generic training

This is what execution-led supply chain planning transformation looks like when change leadership is embedded from the start.

Engagement Context

Program characteristics

Transformation Type: Supply Chain Planning (Kinaxis / OMP)
Scale: Global program — North America first deployment
Industry: Consumer Packaged Goods (CPG)

If your supply chain planning transformation is at risk — this is where change leadership delivers.