Confectionery Group

From Fragmented To First Place

The brief: Becoming number one in a mature market

After a series of acquisitions, a leading confectionery group set out to become number one in its market. However, growth was hampered by siloed operations, poor service levels and limited planning visibility. Oliver Wight’s assessment revealed deep structural and behavioural gaps, from biased forecasts to disconnected commercial and operational planning. By aligning leadership around key priorities, and implementing sales and operations execution, and Integrated Business Planning, we helped unlock immediate performance gains and lasting transformation. Within two years, the company had vastly improved a number of key metrics and rose to the top of its retail channels. Here’s how it happened.