The India SCM team chose to treat data as infrastructure. They built an “Availability Matrix”, a daily-refresh Power BI layer fed from SAP HANA and SharePoint, consolidating forecasts, customer orders, in-transit stock, and on-hand inventory into one view. Instead of just showing stock levels, the matrix highlighted where orders were required despite healthy inventory, and where materials were needed despite a strong order book. It also projected monthly billing potential, making revenue risk and opportunity visible at SKU level.

In parallel, they redesigned the demand planning process around a multi-layer dashboard: fiscal variance tracking, demand evolution waterfalls, forecast loss trees, ABC–XYZ analysis, and exception-based SKU management. A monthly automated data pipeline replaced manual cut-paste exercises, standardizing inputs across India and rolling them up for APAC.

The transformation was as much cultural as technical. Cross-functional collaboration between Planning, Sales and Customer Service shifted reviews from opinion-heavy debates to data-driven action workshops. Early on, the system started surfacing real missed billing opportunities, quickly converting skeptics into champions.

The impact: 100% daily stock visibility, an 80% faster root-cause analysis of availability issues, improved forecast accuracy, especially in notoriously tricky C-class SKUs, and a dramatic gain in efficiency: supply chain cost per revenue fell from ~7.0% to ~3.5%, with no increase in headcount. Teleflex’s India team effectively turned a fragmented, reactive planning process into a scalable, analytics-led supply chain operating model.

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