Lion Dairy & Drinks

“Over the last 6 months we have seen a significant shift in ownership and accountability within our IBP process. GRA have helped build the capability of the organisation by engaging and motivating Lion’s Senior Leadership Team to be active Leaders through the IBP process. The policy guidelines that GRA provided has enabled us to create functional IBP policies. These Policies will help us embed a foundation IBP process with clear roles and responsibilities through the entire organisation. GRA have helped lift our vision from our shoe laces toward a north star best practice approach in both IBP and Demand & Supply planning processes”
Ryan Dhondy, IBP Capability & Development Leader Vic, Lion Dairy & Drinks

“The current S&OP process was not delivering consistent service levels to our customers and was directly impacting our customer engagement. GRA conducted a full review of our end-to-end demand and supply process encompassing people, processes and systems, delivering a fact-based deep-dive analysis which identified service level and inventory performance improvement opportunities. GRA also built capability within the organisation on the importance of S&OP and its role in managing the business. This enabled senior leadership to fully engage in the S&OP process to drive an issues based, KPI driven S&OP process with clear ownership of the forecast and other key areas.”
Demand Strategy & Planning Director and S&OP Transformation Programme Manager, Lion Dairy & Drinks

“Sales and profits are up, and Damaged & Dated is down. The sales team is engaged and enthusiastic about the S&OP process. It’s a nut we’ve been trying to crack for two years, and we’re finally seeing some green shoots.”
Paul Foster, Sales Director – Convenience & Food Service, Lion Dairy & Drinks


I have and would continue to recommend GRA to companies reviewing either their supply chain strategy or day to day operations.

– Mark Chapman, Supply Chain & IT Director at Pepkor

Typical results

  • 20-40% inventory investment reduction
  • increased service levels ranging up to 99.9%
  • 10%-15% reduction in supply chain operating costs
  • 5%-20% spend management savings
  • the ability to fund business initiatives from operating cash flow (OCF) improvements
  • improved return on capital employed (ROCE)
  • a minimum 3:1 ROI (10:1 to 30:1 typical)