Supply Chain Planning
See the Impact Before Disruption Spreads
Connect demand and supply planning in Anaplan to understand the impact of change earlier and keep decisions aligned across the business.
WHO THIS IS FOR
Designed for leaders responsible for operational and financial performance.
Head of Supply Chain
Plan against a demand signal you had a hand in shaping, rather than one that arrives as a commitment.
Demand Planning Lead
Bring statistical forecasts, commercial input, and team consensus together in one connected planning process.
S&OP Leader
Run a meeting that ends in decisions. Volume, supply, and financial impact in the same view, so trade-offs get settled rather than deferred.
THE CURRENT CHALLENGE
Volume and money planned apart
Supply chain plans in units, finance plans in currency, and the translation between them happens once a quarter in a spreadsheet. Which means the cost of a service decision, or the margin impact of holding inventory, arrives long after the decision was made.
HOW WE DO IT
Reconciled once, not once a quarter.
THE OPERATIONAL PLAN
Demand and supply, reconciled properly.
Statistical baseline, commercial input, and consensus in one place, planned against real capacity and inventory positions. When a constraint appears, it shows up everywhere it matters rather than in the one team that spotted it.
THE FINANCIAL CONSEQUENCE
What the plan does to the numbers.
Volume decisions carry cost, margin, and working capital with them. Planning both on one platform means the trade-off between service and inventory is visible when it's being made, not explained afterwards.
PROVEN RESULTS
Forecast error is expensive, and the cost is measurable.
Forrester Total Economic Impact™ of Anaplan for Finance, March 2026.
FAQ'S
Everything you need to know before getting started
Can't find what you're looking for? Talk to us.
Specialist platforms can be a good fit for complex supply chain needs, such as multi-echelon inventory or production scheduling. But when the challenge is connecting supply chain decisions with the financial plan, Anaplan brings both into the same planning environment. We look at what your business actually needs before recommending the right approach.
Anaplan can generate statistical baselines, which work well for many businesses. If you already have a forecasting engine that works, we can integrate it rather than replace it. The right approach depends on your demand patterns and existing setup, so we assess what makes sense before recommending a route.
Tactical and strategic rather than execution. S&OP, demand planning, capacity and inventory planning across weeks to months work well. Daily scheduling, warehouse execution, and transport routing belong in systems built for them.
Most run 10–16 weeks from kickoff to first live planning cycle, depending on SKU and location count, how many source systems are involved, and whether the S&OP process itself needs redesigning alongside the model.
Worth deciding early. SKU × location × week is sparse by nature - most combinations don't exist - and that sparsity is where Classic gets expensive. We assess likely cell counts during scoping and advise on the engine before anything is configured.
Shipment and order history, product and location hierarchies, inventory positions, lead times and capacity constraints, and whatever commercial input feeds the forecast. Most of it exists across your ERP and planning systems. Aligning it is usually the longest part of the work.
No, and waiting rarely helps. Process problems usually surface as disagreements about numbers, and having one set of numbers is what makes the disagreement resolvable. We'll work through the process design with you as part of the build rather than treating it as a prerequisite.
That's the point. Volume plans carry cost, margin, and working capital consequences, and when both sit on one platform those move together rather than being reconciled quarterly. If you already have FP&A in Anaplan, supply chain planning should feed it rather than sit beside it.
You’ll work directly with our team. Every consultant is an EliteEPM employee, and the partner who scopes the project stays involved through go-live. This means the people who understand your project stay close to it throughout delivery.
Fixed price against a defined scope, with milestone payments. Support and enhancement work is quoted separately.
WHY ELITE EPM
We don’t do bait-and-switch consulting
Continuity is the difference between a model that survives its first planning cycle and one that doesn't. We stay focused on Anaplan, build our own specialist team, and keep senior people close to the model from the first workshop through hypercare.
All in on one platform
Anaplan is our entire business, so the platform's roadmap is our roadmap. Our team is fully certified and building on Polaris today - and they understand how businesses plan, not just how to build in the tool
Seniority where it counts
Our partners stay hands-on after the contract is signed. They shape the design, challenge decisions that won't hold up, work the difficult problems, and carry accountability through go-live.
Built for direct collaboration
You get the experience needed for complex, multi-entity work without layers of account management or subcontracted delivery teams.
Ready to Plan for Change with Greater Visibility?
Whether you’re building supply chain planning in Anaplan for the first time or improving an existing environment, EliteEPM can help you connect demand and supply planning with greater visibility.
