August 1 2011
The Wright Makeover for Revlon

Spectacular results within the European operation have encouraged cosmetics giant Revlon to roll out its Oliver Wright Integrated Business Planning (IBP) programme across all regions as part of its bid to increase globalization. Reducing the European inventory by 50% and increasing service levels to 98.5%, the IBP programme has paid dividends in terms of organizational visibility, planning and better integrated processes.

Revlon’s senior vice president, Simon Worraker, described the implementation as a “huge progress for the organization. Prior to the programme, processes had been disconnected and not very well documented.” Crucial to achieving the required speed to market in the fast moving cosmetics and personal care sectors, the programme improved OTIF for new products from 40% to 95%. In addition, forecast errors halved and the company was able to make massive cuts to SKUs, which fell from 7500 to just 810.

IBP has now been included in the corporate objectives and operating framework — a move that, according to chief operating officer Chris Elshaw “sent a clear message … that this was going to happen and that it was supported from the top.” IBP leaders and demand planners have been hired for each region and local implementation is under way with education for regional and national leadership teams; change is already taking hold. Oliver Wright, concludes Elshaw, took on the role of “a mountain guide, showing you the route to the summit and helping you on the steeper parts.”

More information
www.oliverwight-eame.com