Food & Beverage Manufacturing
Building one plan everyone can execute
Logio partnered with AG FOODS Group to design and establish an S&OP process and improve inventory management.
The outcome
The company now plans production against real demand and available capacity, using a single, stable plan that improves cross‑team coordination and reduces costly plan changes.
About AG FOODS Group
AG FOODS Group a.s. develops, produces, and distributes soluble beverage mixes and related preparation technology for catering, vending, healthcare, HoReCa, and retail. The company has operated since 1990 and is headquartered in Brno, Czech Republic.
215 employees
1,200 products
2 production plants
Initial challenge
Improve inventory management and align production planning with demand to avoid frequent plan changes that create extra costs.
Project goal
Implement an S&OP process that provides one executable plan based on real data and enables transparent communication and role clarity across teams.
Solution
Building one plan everyone can execute
We designed the S&OP cadence, clarified roles and inputs, and aligned demand, supply, and capacity into a single plan to steer production and inventory decisions.
Solutions implemented
Capacity Planning
Business & Vendor Evaluation
Process Mapping & Analysis
Demand Forecasting & Inventory Optimization
Impact
Stable plan, clearer roles, fewer costly changes
One stable, data‑driven plan
Reducing last‑minute plan changes.
Greater planning transparency
Faster decisions in S&OP forums
Thanks to Logio, everyone on our team knows their role, what needs to be done, and why. It freed our hands for other activities and improved how the company works as a whole.
Make S&OP your operating rhythm
If frequent plan changes and ad‑hoc decisions drive extra costs, we can help you build one plan that aligns demand and capacity. Let’s discuss how disciplined S&OP and inventory management can stabilize your operations.
We tackled many supply chain challenges
Maintenance assessment for a Czech food manufacturer
Independent audit identified improvement potential in maintenance and produced seven prioritized projects, with emphasis on prevention, training, and efficient shutdowns.
Scaling parcel delivery for a furniture retailer
Peak season parcel operations stabilized through lean changes and a clear scale up plan to 2,500 parcels per day with up to 40 percent productivity upside.
Up to +40 percent productivity potential identified
Capacity blueprint up to 2,500 parcels per day
Three action plans by investment level delivered