Coty redefines its planning: from fragmented processes to decisions with real business impact

A critical process in a business where demand is never stable

In the beauty industry, demand is profoundly influenced by trends, launches, commercial campaigns and external factors that are difficult to predict. In this context, Coty Inc. faced a challenging scenario: an S&OP process perceived as one of the most critical in the business, but with clear opportunities for evolution.

Planning was based on multiple instances and tools, with difficulties in consolidating an integrated vision between demand, supply and finance. This created limitations in the ability to anticipate, low visibility into the economic impact of decisions and difficulties in reacting quickly to market changes.

In addition, the complexity of the portfolio and the dynamic of constant innovation required a planning model capable of capturing both historical behavior and unprecedented new variables, something difficult to achieve with traditional approaches.

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The challenge: to evolve from an operational S&OP to a decision engine

Coty defined a clear objective: to transform its process towards a more mature, collaborative and decision-oriented planning model.

This meant evolving from a more operational and fragmented S&OP “1.0” to an S&OP “2.0” based on data, where the statistical baseline becomes the starting point for decision-making, and where initiatives and assumptions are evaluated with real impact on the business.

The challenge was not only to improve forecast accuracy, but to integrate key processes such as Demand Planning, Supply Planning, Business Collaboration (CPFR) and financial evaluation into a single flow, allowing us to connect tactical planning with execution and results.

There was also a need to incorporate capabilities to simulate scenarios in the face of external events —such as economic variations or global disruptions—and to improve the governance of the process to sustain continuous improvement.

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Transformation: an integrated, collaborative model oriented to economic impact

With Pyplan, Coty advanced in building a unified planning model that integrates demand, supply and finance on a single platform.

The solution allowed the incorporation of advanced statistical models to generate a robust baseline, on which the decisions of the S&OP process are built. Through dynamic dashboards and scenario simulation, the teams began to evaluate the impact of different alternatives on the entire supply chain and on the financial results of the business.

The platform also facilitated collaboration between areas, integrating inputs and outputs with systems such as SAP ERP, and allowing us to compare forecast versions, analyze deviations and understand their causes in a structured way.

One of the most important changes was the transition to a process where planning ceases to be a static exercise and becomes a living system, capable of continuously adapting to new conditions.

This approach made it possible not only to improve the accuracy of the forecast and the balance between supply and demand, but also to optimize working capital, reduce stock failures and raise the level of service.

Specific cases within the process demonstrated the impact: decisions taken in the S&OP cycle made it possible to generate millions of dollars in excess inventory (E&O) and to capture additional business opportunities through strategic adjustments to the portfolio.

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With Pyplan, Coty didn't just improve its planning process. It installed a new organizational capacity: making decisions faster, more aligned and with a clear economic impact.

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Discover how Pyplan can transform your end-to-end planning and turn every decision into a competitive advantage.
Learn about our solutions or talk to an expert:
👉 https://pyplan.com/es/entre-en-contacto/

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