How a global consumer products company strengthened planning discipline, reduced spreadsheet risk, and unlocked more value from theSAP investments it already owned.

• Approximately two decades on a single global SAPinstance
• Program focused on SAP/MRP capability, practicaleducation, data discipline, and team adoption
• Average inventory came down 10.5%
• Dead stock was reduced by 22%
• Historical transactional clutter reduced by 80%,improving data integrity

Conair had already built what many companies spend years trying to achieve: a global SAP foundation supporting trusted brands, broad market reach, and a broad international footprint. As the business moved further into digital commerce, retailer.com fulfillment, and higher service expectations, scalable supply chain planning became an increasingly important lever for inventory, service, and growth.

Conair’s portfolio includes internationally recognized consumer and commercial brands across beauty, personal care, kitchen products, and professional equipment, including Conair, BaByliss, Scünci, Cuisinart, and Waring. The company is privately owned and became part of American Securities.

The opportunity was to get more value from those assets, reduce risk from disparate spreadsheets, and help teams adopt a more structured, trusted way of planning.

The Challenge

Conair’s planning environment reflected a common reality inside mature, successful businesses: dedicated team members doing what it took to serve customers and keep product moving, even when the operating model did not yet make that work as safe, visible, or efficient as it could be.

With limited planning visibility inside SAP, information often became people dependent, spreadsheet driven, and difficult to keep current. Team members carried that complexity through hard work and judgment. The risk existed by virtue of the process itself: duplicated planning data, disconnected master data, and offline files made it harder to see where inventory was creating working capital exposure, where availability could protect sales, and where reactive movement could add operational drag.

Better planning discipline through SAP created a safer path to protect service expectations, support revenue capture, reduce avoidable margin pressure, and build resilience amid persistent supply chain disruption.

The Decision

Conair chose to focus on more value from what it already owned. Rather than defaulting to more software, the company partnered with Reveal to strengthen planning processes, improve data discipline, and adopt daily habits with SAP as an enabler. The assessment reframed the conversation from a software problem to an operating opportunity and supported an executive-level decision to move forward.

The Transformation

The work stayed close to the people doing the planning. Reveal worked shoulder-to-shoulder with Conair planners, coached individuals through the change, held frequent team touch points, and used practical education tied to each planner’s reality. The program combined supply chain planning credibility with SAP knowledge, helping team members connect system capability to how their work actually flowed.

That human-centered approach mattered. The program helped make change feel practical rather than punitive: not “you have been doing it wrong,” but “here is how to make the work better.”

Key transformation areas included:

• Improvinguse of SAP and MRP capabilities already available to the business
• Reducing spreadsheet dependence and duplicated master data
• Building daily planning discipline through practical education and repeated touch points
• Supporting procurement planning, stock transport order practices, lead-time management, exception monitoring, and materials planning conversations
• Strengthening governance, escalation, and cross-functional ownership so decisions could be made quickly with better structure and visibility

The Results

Conair’s partnership with Reveal focused primarily on improvements for the Cuisinart business, where finished goods are purchased from trusted manufacturing partners. Planning became a critical lever for inventory availability, retailer service, and sales performance.

Cuisinart’s operating journey moved toward a morestructured, scalable, system-supported way of working. As Conair’s largest U.S.kitchen brand, inventory availability directly affects retail relationships,digital commerce readiness, and the ability to capture demand when consumersare ready to buy.

• Average inventory came down 10.5%
• Dead stock was reduced by 22%
• Historical transactional clutter was reduced by 80%, improving data integrity

Just as important, the program combined hands-on coaching, transparent escalation, and a focus on getting more from Conair’s existing foundation. The result is a stronger planning engine: one that helps Conair’s teams plan with more confidence, discipline, and agility while continuing to build on the foundation already in place.