Why Unison Planning™?
Orchestrated risk management
In today’s volatile world, disruption is the rule. Unison Planning™ gives you full coverage and control. It‘s built upon one model that captures your supply chain in all its dimensions. The telescopic twin seamlessly connects all planning functions, horizons and roles. Autonomous planning features free you from routine jobs to focus your attention on strategic and priority issues. Smart analytics, simulation and what-ifs speed up decision-making. The integrated planning cycle and workflow, based on one single version of the truth, intuitive UI, 360° Analytics and know-how-sharing services, keep all your teams aligned.
Make wise choices faster
Agility is about more than just reacting fast. Whatever your decision, it had better be the wisest choice. Unison Planning™ uses advanced intelligence to make smart choices faster. Its powerful engines, embedded data science and autonomous planning features empower you to respond at lightning speed. And, we offer our solution in the cloud. That pushes rollout speed and adds more flexibility when scaling up or down. All these elements combine to keep up with the speed of business.
Supply chain and industry excellence
On-target smart performance
Unison Planning™ uses science to bring more business value. Top-notch technology, packed with highly performant AI and data science features, goes hand in hand with expert services that boost know-how and engagement. Better still, Unison Planning™ comes in industry-specific solutions. Deep applied intelligence solves complex issues right at the heart of your business. Seamless integration and data management ensures those smart plans are feasible at all times.
Rapid high-growth sustainable value creation
Companies want to create value. Today, tomorrow and over the long term. But value is a tricky thing. Some aspects can be quantified. Others are intangible. Unison Planning™’s unique logic brings it all together. It uses science to boost value. Manages supply chains in all their complexity. Solving industry-specific challenges right at the heart of business. With a unique combination of technology and services that help you reach every goal.
What our customers say
“The breakthrough planning capability of OMP speeds up how we respond to changes in demand. It gives us a clear view on the availability of bulk items and critical components, and allows us to reduce inventory levels, shorten lead times and avoid waste.”
Akil R. Lile, Director of Planning at Coty
“OMP enables increased agility and synchronization. The supply chains of our products are now planned in OMP consistently throughout the day. The end-to-end approach of OMP optimizes the launch planning of new SKUs in our different markets while minimizing remnants on phase-out products and raw materials.”
Harald Fischer, Global Supply Planning Application Manager at Procter & Gamble
“An optimal supply chain is critical to making sure people, living with severe diseases, obtain their medicines on time. Unison Planning offered the quality and robustness in the planning process we were aiming for. Manual activities from multiple sources are now automated within our new planning system of record. One common integrated process is now applied. This gives better control, greater visibility, and a higher level of maturity, resulting in agile supply chains.”
Nathalie Loicq, Vice President Global Supply Chain at UCB
“We were not just looking for a software vendor, but for a provider that could help us tackle the operational challenges that our current and future activities would bring.”
Jeanine Viani, Supply Chain Production Planning Director at Land O’Lakes
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create value with digital supply chain transformation how to ensure that your creates whyunisonplanning as a expert i&rsquo m often asked &ldquo can i be sure my will have positive impact on company &rdquo usually this happens during coffee break or networking dinner so putting pen paper share insights in brief blog post   overdeliver overpromise you read the answer here bullwhip effect planning scenarios forecasting uncertain times collaborative forecast accuracy why does question pop up frequently business leaders juggle budgets and priorities every year many of them see project which put significant load their teams they want returns that&rsquo s initiatives are accompanied by a  preliminary case outline listing costs expected benefits strictly financial terms may also for example rely reducing inventory levels accelerating throughputs &ndash goals quantified measured pretty easily but approach results rather modest ambitions only limited company&rsquo overall performance resilience fact numbers very conservative because it feels more comfortable less risky than result could cast doubt whether is going make real difference adding qualitative equation experience exclusive focus quantifiable tends cloud weaknesses process reduces effort game math think about volume planners losing lot valuable time collecting data information who need crucial decisions based just gut feelings changing demand faltering hot topics pandemic traditionally leads optimize plan division at risk colleagues upstream downstream firefighting mode big then boils down including such visibility quality decision making employee satisfaction engagement ability willingness all across work together benefit whole true what you&rsquo re trying achieve eventually should quantitative kpis identifying pain points improvement opportunities inevitably to  scrutinizing reshaping organizational processes some  might back away from challenge yet convinced it&rsquo way go would certainly recommend upgrade strengthen beginning engaging executives sponsors well managers extended input help organization better identify along prioritize multiple dimensions actions included set program continuous monitoring remains priority everyone involved brings much bigger return end written ensuring impacts d happy talk through person soon hope did story trigger curiosity feel free contact me get touch
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An increasing number of consumer goods companies are engaging in efforts to make planning cycles much shorter. But this ambitious undertaking comes with a great many challenges, obliging companies to redefine their...
consumer goods leaders making planning cycles shorter how are successfully whyunisonplanning an increasing number of companies engaging in efforts to make much but this ambitious undertaking comes with a great many challenges obliging redefine their as well the systems they use at beginning covid-19 crisis we all saw it took industry nearly two weeks replenish grocery store shelves products such toilet paper pasta and canned tomatoes which had been subject customer stockpiling delay wasn&rsquo t by chance these have average 10-day lead time significant part is due cycle running over full week   towards more responsive supply process packaged cpg discover that come concurrent response scheduling centralized good news investing dramatically shorten times putting place new production equipment allow quicker changeovers schedules dynamic also paves way for ambition move from weekly daily cycle  some cases even one per shop floor shift major change leading reorganize organizations completely seeing dissolve local teams favor service centers put devise optimize distribution deployment plans multiple manufacturing sites different parts world don&rsquo waste your or money reality provides perfect opportunity align further strengthen practices however means be tightly integrated historically used whole range best-of-breed solutions plan ordering while can work becomes almost impossible when you schedule every day each created constraints should apparent real smart solvers rapidly balance there&rsquo s simply no planners across value chain wasted on suboptimal solution understand single fully comprehensive how-to knowledge relating specific floors within unified being trained operational strategies plant serve solver techniques configured sure optimized company-wide stream perspective eliminating any subjective bias maintaining effective communication lines aware pulling away units could its downside too concern must always tune what happens between hub so valuable experience plants captured agreements define trade-offs made there conflicting priorities video conferences review deviation want learn manage check omp&rsquo omp
Supply chain planning language for robots (and humans)
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supply chain planning language for robots and humans whyunisonplanning the world of sometimes appears to us as a vast ever-changing field knowledge with new concepts being introduced constantly recent additions vocabulary are terms like &lsquo telescopic digital twin&rsquo agile planning&rsquo resilient xai&rsquo but what do they mean mathematician i&rsquo m big fan clear definitions simple examples illustrate complex that&rsquo s ll try here first thing that should probably be clarified is none these refer any specific technology there isn&rsquo t one single algorithm behind xai example or generates rather seen underlying philosophies when it comes choice design technologies   twin so let&rsquo say you building robot sidekick help manage your after you&rsquo ve given cute face little wheels roll around on good friend&rsquo name ann might explain looks going need gartner defines this following: &ldquo representation physical can used create plans make decisions&rdquo * means inside mighty brain re construct mental image including all plants machines transport lanes well detailing how interact fit together zooming in out an read blog find explainable artificial intelligence makes if equipped she put information into context asking her opinion whether open plant pawnee indiana will then able look at picture&rdquo decision sense than getting caught up details similarly making decisions more detailed level sequence tasks machine day allows zoom relevant practice omp done by modeling using multiple interlinking twins corresponding different layers decision-making scopes adapting itself also always needs see changes puts it: must synchronized real just model &rdquo ties concept agility refers easily picked tell adding don&rsquo want say: hold wasn&rsquo explained layout me could please whole again instead quickly adapt some systems take even further allowing system dynamically detect inaccuracies suggest appropriate our  continuous data improvement  track called genie adapts accurately uses learning techniques calculate change rates based production avoiding disruptions now knows suggestions equip smart solver algorithms ai designed such way unexpected have massive effect resulting plan our basically sure too skittish doesn&rsquo completely overhaul once something happens achieved combination forecasting analysis methods predict place buffers dampen their effects understand has computed optimal - tells wonder got conclusion ask reply cause trust where acronym idea advanced come set tools allow them themselves putting abstract calculations back shows interconnected ideas work aware scope therefore each kept mind designing effective deserve robin batman kitt knight rider leslie future explore road map innovation insight 16 october 2020 tim payne
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rules of planning game are changing the – and that’s good news whyunisonplanning vlerick business school recently issued a research paper &ndash which you can download here describing future planners interviews conducted for took place before covid-19 though it&rsquo s striking that many themes conclusions sync up very well with today&rsquo primary challenges example need more agile response to change predict shape demand in an autonomous closed-loop process common target increasing supply chain resilience looks bright anyone involved find out this blog digital planner collaboration not only will they have access systems run much integrated way these also bring significant steps further automating repetitive tasks while giving full control i like because it raises substantial arguments call action solution providers industry consulting firms require power continuously drive management improvements through technology talent particularly appreciate balanced approach discusses how traditional cascade activities become disrupted talks deeply about human aspect vision end is goal but means actually help do their jobs what most let me share some insights   1 flows information cascading decision-making remain be highly automated now does mean exactly today companies work centralized facing costly challenge interconnecting those facilitating exchange between them there two ways overcome we move one overarching system contains all tried failed erp alternatively look efficient connect separate mentions experts aligned my opinion or building open closed build cover any type within single enables us use intelligence available going across operational strategic next allow seamless low-cost interaction other such as manufacturing execution 2 getting requires quality data know saying &lsquo garbage out&rsquo doing over past few years plenty invested amount manpower improve maintain however return on investment has been limited sure was limiting factor cases wasn&rsquo t used its potential due resistance just think hard implement abc-classification so what&rsquo changed starters recent advances ai ml created new appetite comprehensive solutions based big techniques processing huge amounts smart addition data-driven analysis provides organizations better insight into bias that&rsquo 3 go beyond number-crunching taking ownership mission really love portrays someone providing managerial support optimize profitability plant&rsquo touches at essence mission: ensure optimal material same time enterprise assets being best possible fulfilling market needs support&rsquo materialize when able deliver plan hope enjoy reading did message optimism opportunity feel happy hear your thoughts