The transformation is justified by the value it creates
Not by the technology it buys. The AGROPLAN 360™ business case measures growth, margin, working capital, operational efficiency and risk avoided.
These figures are orders of magnitude frequently observed in integrated planning transformation programmes. They are illustrative references, not contractual commitments or audited projections: every organisation must recalibrate them against its own baseline.
Five sources of value creation
The financial model measures more than operating savings: it also captures incremental revenue, margin improvement, capital released and losses avoided.
Growth
Higher availability during the campaign, fewer stock-outs and a sharper read of commercial opportunity.
Margin
Better portfolio mix, pricing discipline, less waste and fewer logistics emergencies.
Working capital
Cash released from inventory and from emergency purchasing.
Operational efficiency
Better asset utilisation, fewer schedule changes and lower logistics cost.
Risk avoidance
EBITDA protected against campaign shortages, supplier delays and regulatory change.
What is it worth in your company?
The assessment sizes the value at stake using your own starting indicators.
Size the valueFrom the plan to the P&L
In the agricultural inputs industry, the largest impact usually sits in locked-up capital and in availability during the campaign window: the right product, in the right region, in the weeks that decide the year’s sales.
- Fewer stock-outs in the SKUs that concentrate sales
- Less obsolete and slow-moving inventory
- Fewer emergency purchases and the logistics premiums that follow
- Greater stability in the production schedule
- Better portfolio mix and pricing discipline
- Cross-subsidies between lines and channels identified and corrected
- EBITDA protected against unanticipated events
No company makes money on average
AGROPLAN 360™ introduces the profit centre —CEBE— as the minimum unit of economic accountability: each one with its own P&L, a designated owner, approved targets and management consequences defined in advance. A CEBE is not a cost centre with a commercial name.
The CEBE P&L is not a report issued after the accounting close: it is a deliverable of the integrated planning cycle, available before the decision is taken and on the same rolling eighteen-month horizon.
Axes of definition
The model does not impose a single axis: it requires that the chosen axis be the one governing the company’s economic decisions, and that the choice be explicit.
They are not successive objectives but simultaneous conditions of validity. With all four met, the company stops managing an average and starts managing a set of identified businesses.
Profitability by unit
Each centre demonstrates its own contribution, not the company average.
Full margin traceability
No cost is left without an owner. The “unallocated” category does not exist in the model.
Consistency with the plan
The sum of the centres and the consolidated plan are the same number, reconciled before publication.
Ownership and governance
Every result has an owner, a target, a review cycle and consequences defined in advance.
A P&L built as a cascade
Seven successive levels: each answers a different question and admits a different owner. The stepped structure is what makes it possible to demand accountability without demanding it over the uncontrollable.
Sizes the business.
Measures how much of the price is actually realised.
Measures the intrinsic quality of the portfolio.
Brings in cost-to-serve: the real profitability of the commercial operation.
The level at which the owner is assessed: only what they actually control.
The level at which the business is assessed, with structure allocated by approved drivers.
Charges for the capital employed: the level at which the executive team assesses.
How you know the model is working
The implementation is considered achieved when these conditions hold simultaneously and are sustained over time.
A stable executive cycle
The monthly integrated planning process runs systematically.
One single plan
The company operates on one approved, shared scenario.
Decisions by scenario
Material decisions are taken after evaluating alternatives.
Governed data
Every critical data point has an owner, an official source and measured quality.
AI inside the process
Intelligent recommendations are embedded in the decision cycle.
Continuous learning
Each cycle improves the next through review of deviations.
Let’s talk about your operation
A 60-minute executive session is enough to place your organisation within the maturity model and estimate the value at stake. No commitment and under confidentiality.