Avoiding the Pitfalls: How Supply Chain Leaders Can Get APS Right

Many businesses struggle to transform their SC Planning and to gain full potential as the fields of action are manifold and often business requirements are not really defined.

Advanced Planning and Scheduling (APS) systems promise a lot: optimized inventory, improved service levels, and streamlined operations. Yet, many implementations fall short—not because the technology is flawed, but because the approach is. For supply chain leaders, the challenge isn’t just selecting the right APS tool; it’s ensuring the organization is truly ready to use it effectively.

APS isn’t plug-and-play. It’s a transformation, not a transaction. Too often, companies treat APS as an IT project, focusing on system installation rather than business integration. This mindset leads to misaligned expectations, underwhelming results, and frustrated teams. The real value of APS emerges only when it’s embedded into the fabric of decision-making, supported by clean data, clear processes, and capable people.

One of the most common pitfalls is poor data quality. APS systems thrive on accurate, timely, and consistent data. If your master data is riddled with errors or inconsistencies, the system will simply automate bad decisions faster. Leaders must prioritize data governance long before the first line of code is written. That means investing in data cleansing, validation routines, and ongoing stewardship.

Another trap is overlooking process readiness. APS doesn’t fix broken processes—it amplifies them. If your planning workflows are fragmented or unclear, the system will struggle to deliver meaningful insights. Before implementation, map out your core planning processes, identify bottlenecks, and ensure cross-functional alignment. APS should support a well-oiled machine, not try to rescue a dysfunctional one.

Change management is equally critical. APS often shifts decision-making from tribal knowledge to system-driven logic. That transition can be uncomfortable, especially for seasoned planners who’ve relied on intuition for years. Leaders must communicate the “why” behind APS, provide robust training, and create a culture that embraces analytical thinking. Resistance is natural—but with the right support, it can be overcome.

Finally, don’t underestimate the importance of ownership. APS success depends on business engagement, not just IT execution. Supply chain leaders must champion the initiative, define clear goals, and stay involved throughout the journey. When ownership is shared across functions, APS becomes a strategic asset—not just a software tool.

In short, APS can be transformative—but only if implemented with care. It’s not about flipping a switch; it’s about rethinking how your organization plans, decides, and executes. By addressing data quality, process maturity, change readiness, and business ownership, supply chain leaders can unlock the full potential of APS and drive lasting value.

A strategic Supply Chain Planning transformation can significantly improve key metrics and is therefore currently a high priority at many companies

Forecast accuracy > Dependent on starting point, 10-20%p improvement can typically be expected
Inventory levels > Weeks on hand typically drops by ~10-20% – even more if levels of excess/ obsolete stock is high at project start
COGS > Primary drivers are lower expedite transport costs, overall reduction of transport due to lower purchase volumes & lower inventory holding costs
Service levels/OTIF > Service level improvement can be expected to go up by 5-10%p on aver-age dependent on starting point, resulting in higher customer satisfaction
Delivery lead times > Delivery lead times can be reduced by >10% due to less production stops and smoother material flow through production and delivery stages
Sales > Higher material availability and shorter delivery lead times allow for higher sales at same capacity and fix costs
OEE > Disruptions, e.g. due to missing materials happen less often, resulting in overall higher machine and line utilization by up to 10%