Expertise
Supply chain & operations.
A high-performing supply chain is not the one that reacts fast: it is the one that anticipates. We transform your operations process by process (Plan-to-Produce, Order-to-Cash, Procure-to-Pay, inventory, transport, maintenance) on the SAP core, with Salesforce on the customer order side, for a chain that is readable from end to end.
The problem
A chain that endures instead of anticipating.
Forecasts built in files nobody shares. Planning disconnected from execution, stock-outs and overstocks coexisting on the same product families, suppliers whose fragility is discovered at the moment they fail, an operations director who reconstructs the real situation by phone. Each link optimises its own scope, and the chain as a whole loses. The cost is everywhere: tied-up cash, degraded service, teams worn out by permanent urgency.
By process
Four processes, one set of figures.
We enter through the process, not the module: each has its decisions, its indicators and its SAP building blocks.
Plan-to-Produce
Demand forecasting, sales and operations planning, supply and capacity planning, scheduling, execution and production confirmations, quality. The plan and the actuals in the same system, arbitrated on the same figures.
Order-to-Cash
Order taking, availability, pricing, delivery, invoicing and collection: a sales flow with no break between sales, logistics and finance. The order is born in Salesforce, executed in SAP, and days sales outstanding are actively managed.
Procure-to-Pay
Purchase request, order, import, receipt, invoice and payment: commitments visible in finance from the moment they are created, landed costs allocated to the right item, local and foreign suppliers tracked in a single thread.
Maintenance & logistics
Asset management and maintenance (PM), warehouse management and transport: available assets, warehouses and trucks run in the system rather than in the memory of a few key people.
The constraints of the field
A chain designed for the sub-region.
A supply chain in Senegal and across UEMOA is not planned like anywhere else. We build the system around these realities, not despite them.
- Imports
A large share of materials, parts and goods comes from far away: long lead times, payments in foreign currency, letters of credit, landed costs to be built into the cost price.
- Port lead times
Passage through the Port of Dakar, customs and transit determine the real availability date: the plan must integrate these lead times and their uncertainties, and track container demurrage.
- Multiple depots
Central warehouse, regional depots, points of sale and stock in transit to Mali or the interior of the country: a single stock visible to all, and transfers decided on shared data.
- Stock-outs
When replenishment takes weeks, a stock-out costs more: deliberate safety stocks, early warnings, substitute suppliers identified before they are needed.
- Field
Variable connectivity, mobile teams, remote sites: applications that work on mobile and tolerate an intermittent connection, connected to the ERP.
Our approach
Connect forecasting to execution.
Map
Physical flows, information flows, decision points: a complete diagnosis that identifies where the chain loses value, between dormant stock, lead times endured and decisions made without data.
Buy
Structuring of procurement and the supplier relationship: sourcing, contracts, imports, supply and supplier invoices in a single thread, from tender to payment.
Execute
Making sales, transport and logistics execution reliable in the SAP core, so that actuals follow the plan: every deviation becomes visible and is dealt with, instead of being discovered at month end.
Control
Setting up analytical tracking and resilience mechanisms: supplier visibility, stock-out scenarios, early warnings. The chain is steered continuously rather than in crisis mode.
The technology
The building blocks of the integrated chain.
From procurement to delivery, we mobilise the SAP building blocks we practise every day, Salesforce on the customer order side, and we make them work as a single system.
The result
A chain that is steered, finally visible.
- Planning
A planning process that lasts: sales, production and logistics arbitrate on the same figures, and decisions are made in meetings rather than in corridors.
- Inventory
Stock levels that reflect a deliberate policy rather than an accumulation of individual precautions: the right product, in the right place, for the right service level.
- Logistics
Warehouses and transport run in the system: teams know what to pick, what to ship and what to prioritise without depending on the memory of a few key people.
- Suppliers
Upstream visibility that transforms the supplier relationship: fragilities are detected before the stock-out, and contingency plans exist before they are needed.
- Teams
Fewer emergencies, less re-keying, fewer parallel files: planners and logistics staff regain the time to improve the chain instead of repairing it.
- Leadership
The operations director has a consolidated, defensible view for the executive committee: the chain stops being a black box and becomes an asset.
From plan to execution
Let's talk about your chain.
A first conversation with an AGILICIS supply chain consultant to situate your maturity: planning, execution, visibility. And where to start.
Let's talk →