“Let’s get real” was the motto of this conference, and it was great to hear many companies testify to the results they have achieved over the past few years with Unison Planning™. In addition to the superb service level, AstraZeneca reported reduced inventory despite substantial increases in volume and sales, dramatically lower expedites and CO₂ emissions, and improved decision quality and standardization across global planning.

To name just a few more examples: Arxada disclosed more than 10% inventory productivity gains, a 60% reduction in service failures, near‑elimination of backorders, and a 90% drop in obsolescence costs compared with prior years. Better planning allowed Land O’Lakes to shrink its transportation fleet from over 500 vehicles to about 100 and to cut inventory levels by 28%. 

Here’s a truly forward-looking company. Eastman takes sustainability seriously with a triple focus on recycled content, renewable materials, and renewable energy. The company is innovating with molecular recycling, a process that breaks mixed plastics down to the molecular level, strips away color, and remakes them into new products with no loss of quality. Eastman now operates this technology at scale, processing 110 KMT of plastic waste annually, 90% of which is recovered. Even hard‑to‑recycle materials such as strapping, carpet fibers, and mixed bottles are reclaimed.

Because multiple alternatives with guaranteed recycled content are offered for each product, Eastman’s portfolio has expanded two‑ to three‑fold. Baptiste Lebreton explained how his team used Unison Planning™ to automate processes, refine forecasting, and make chain‑of‑custody and sustainability claims compliant and auditable.

Adis Sulejmanović showed how Kraft Heinz is transforming its global planning capabilities with Unison Planning, shifting from reactive, intuition‑driven planning to a data‑driven, increasingly autonomous model. The company is achieving results by emphasizing people, process discipline, solver conformance, and continuous improvement. This cultural shift from gut-feeling actions to science‑based planning is being made in close collaboration with EY.

Regarding outcomes, Kraft Heinz is already realizing major reductions in losses and inventory while progressing toward 80% touchless planning. Adis’s message reinforced that technology delivers value only when paired with upskilled planners, strong governance, and an end‑to‑end mindset.