The Challenge
When Jesper joined Sæther as Head of Supply Chain three years ago, the company was already in the process of identifying a new planning tool. The need was clear.
Reliance on spreadsheets
Sæther’s planning activities were heavily dependent on spreadsheets, making data management time-consuming and error-prone.
Little collaboration
Collaboration between the planning and marketing teams was limited, leading to misaligned forecasts and disconnected decision-making.
Manual processes
Many core supply chain tasks were handled manually, reducing efficiency and making it difficult to scale operations effectively.
Lack of integration
Existing systems were not integrated, resulting in fragmented data flows and limited visibility across functions.
The results
Today, AGR is embedded in Sæther’s day-to-day operations—from forecasting and purchasing to supporting contractual supplier negotiations. Jesper himself logs into AGR daily to review purchase plans, monitor service-level KPIs, and drill down to SKU-level detail when needed.
- Improved Service-Level KPIs
hrough structured forecasting and planning discipline.
- Increased Collaboration
Marketing, planning, and supply chain now operate with shared expectations and roles.
- Reduced Manual Work
AGR manages the base assortment planning, freeing up time to focus on high-impact activities like new product forecasting.
- Cultural Change
A new planning team brought fresh perspectives, further strengthening adoption and system understanding.
- Expansion
With AGR now fully integrated into Sæther’s S&OP engine, the team is ready to further scale its planning maturity, improve inventory binding, and drive even stronger supplier relationships across the Nordic region.
- Sæther
- Jesper Hellberg, Supply Chain Director
Supply Chain Challenge
When Jesper joined Sæther as Head of Supply Chain three years ago, the company was already in the process of identifying a new planning tool. The need was clear: Sæther’s planners worked manually across spreadsheets with little structure around demand collaboration and supply execution. While there was some form of S&OP in place, it lacked integration between departments and consistent processes.
After narrowing the search to two providers, AGR being one of them, the decision ultimately came down to user experience. AGR’s intuitive interface, transparent pricing model, and customer-centric approach tipped the scale.
“It was mostly a matter of user experience. AGR just felt right: simple, clear, and easy to work with.”
– Jesper, Supply Chain Director
The AGR Transformation
Implementing AGR was more than a system rollout. It served as the catalyst for a company-wide transformation. Sæther used the AGR launch as an opportunity to relaunch its S&OP process, improve planning transparency, and rebuild collaboration between the planning and marketing teams.
“We introduced AGR and, at the same time, redefined how we work. It became a major change management task, especially aligning planners and marketing in one shared process.”
With a broad and dynamic product portfolio of over 16,000 SKUs across more than 8 brands per planner, the team began to shift from reactive planning toward structured, data-led decision-making. Monthly supplier orders were streamlined, and for the first time, visibility was shared across stakeholders.
