Retail and distribution planning breaks at the seam between commercial ambition and network reality. A merchandising or commercial team sets targets by store and channel; a distribution network has finite capacity, lead times and a replenishment cadence that does not stretch to match a spreadsheet. When those two views are not on the same platform, stores either run out of what sells or drown in what does not. Our work is to connect store-level forecasting, replenishment and network planning so commercial targets and what the supply chain can deliver are the same number.
Our added value
We implement Anaplan and Pigment with a specialization in retail network planning: store-cluster forecasting, replenishment rules that respect lead time and minimum order quantities, and network models that surface where a distribution center or lane is the real constraint - not the forecast. Three of our consultants hold Anaplan's Certified Master Anaplanner distinction, the platform's highest individual certification, and have run replenishment and network planning as practitioners, not just built the model once and moved on. We deploy in MVP cycles of three to six months: one region or category live first, widened once the model has proven itself against real orders.
Our convictions for your retail & distribution project
- Forecasting at store-cluster level beats both a single national forecast and a store-by-store model nobody can maintain - the right granularity is a design decision, not a default.
- Replenishment rules are a service-level decision disguised as a formula: get the trade-off between availability and inventory cost explicit in the model, not buried in a safety-stock parameter nobody remembers setting.
- A network plan that ignores distribution center and transport capacity is a forecast wearing a network's clothes - constraints belong in the model from day one.
- Commercial targets and supply chain capacity need to be reconciled before the season starts, not discovered mid-season when a store cannot get stock.
Our retail & distribution expertise domains
Store-level demand forecasting - Forecast at the granularity that actually improves decisions - store cluster, not just region - combining statistical baselines with the commercial calendar.
Allocation & replenishment - Model replenishment rules that respect lead times, minimum order quantities and service-level targets, so stores get what they need without excess safety stock everywhere else.
Distribution network planning - Model capacity by distribution center and lane, so network decisions - where to hold stock, how to route it - are made with the same data as the sales forecast.
Commercial & supply chain reconciliation - Give commercial and supply chain teams one shared view of what is achievable, so targets are set against real capacity instead of adjusted after the fact.
