We started with combining data science with business knowledge. By smartly slicing and dicing on the one hand and challenging these results on the other hand, an interesting potential for improvement was identified. The spares availability could increase while at the same time reducing working capital. In other words, achieving a satisfied maintenance department and financial controller.

The developed agile inventory strategy was very much a co-production. By doing so, we were not only able to define the future state of spares management at Pfizer; we also defined a realistic roadmap leading  to that envisioned end-state.