The Challenge
As the Sundqvist grew, maintaining product availability while planning nearly a year ahead became increasingly challenging. The company needed a more scalable approach to forecasting, purchasing and cross-functional planning.
“We have lead times from one month to 12 months. We need to be able to react fast, but it’s also great work keeping track and having a good picture of the demand eight or ten months out.”
Long lead times
The challenge was compounded by exceptionally long lead times. Decisions made today could impact stock availability almost a year into the future. Forecasting demand accurately required visibility far beyond the immediate sales horizon.
Reliance on spreadsheets
Sundqvist relied heavily on spreadsheets to manage forecasting and purchasing decisions. Procurement teams worked with large Excel files, while sales forecasts were gathered manually from account managers.
Siloed teams
Different markets and sales teams were effectively competing for the same inventory. Without a structured process and shared visibility, it was difficult to align priorities across the business.
The result
AGR became more than a forecasting tool for Sundqvist. It became the foundation for a new sales and operations planning (S&OP) process that brought procurement, sales and leadership teams together around a shared view of demand.
- Smooth S&OP process
The process begins with procurement teams reviewing current inventory positions, supplier risks and availability challenges. That information is then discussed with key account managers, who contribute market insights, customer forecasts and emerging trends. Finally, leadership teams review the information and make strategic decisions before communicating outcomes back to the wider business.
- SKU level forecasting and demand planning
The business also uses AGR’s forecasting and sales planning capabilities to analyse demand at both detailed SKU and aggregated brand levels. This allows teams to review trends, validate forecasts and adjust plans when growth expectations exceed historical sales patterns.
- Stronger supplier relationships
AGR also helps Sundqvist manage supplier relationships more effectively. With greater visibility into future demand, the team can have more informed conversations around allocations, purchasing volumes and long-term supply requirements.
“AGR is really helping us in the long-term forecasts and in the dialogue with the suppliers since we have a greater view of what to expect eight to 12 months in the future.”
- Sundqvist
- Christina Eskilstorp, Supply Chain Manager
From Blame Game to Shared Ownership
One of the most significant outcomes has been improved collaboration across the business.
By giving everyone access to the same data and creating a structured planning process, discussions have shifted away from assigning responsibility for shortages or excess stock and towards solving problems together.
Sales teams now play an active role in forecasting and inventory planning, while procurement teams gain better insight into future demand. The result is a more resilient organisation that can adapt to changing market conditions despite long lead times and supplier constraints.
“The process together with AGR and the visibility that we get from AGR has helped us going from a blame game to a joint venture.”
Looking ahead
As Sundqvist continues its growth journey across the Nordic and Baltic markets, AGR remains a key part of its planning and decision-making process.
With better visibility, stronger collaboration and a shared approach to demand planning, the company is able to make more confident purchasing decisions despite long lead times and changing market conditions. Most importantly, AGR has helped create a culture where procurement, sales and leadership teams work toward the same goals.