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After 20 years in the industry, XLB shares passion by helping others. The ramp up process is designed to empower your team and outfit them with the tools they need to succeed. Talk to us today about how we can support your growth, limit your turnover, and put you on a solid track to success and profit.
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Our service includes a comprehensive consult to help identify gaps and opportunities, a comprehensive report that includes a project plan with timelines and milestones, a cost analysis, and a schedule. We also offer a suite of quality products that will help you get there quickly and smoothly. That’s how we ensure your success.
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Our Experience
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Business mentors are key—that’s why when it comes to client selection, we’re choosy. We want to give each of you the time and guidance you deserve. Whether you’re seeking a strategic alliance with the right partner or a special skillset or tool, call us today. Together we’ll create and refine your plan for success. We didn’t get there alone. And neither will you.
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Taking a personalized approach to every client engagement, understanding that each acquisition is unique and requires tailored strategies. By gaining a deep understanding of your goals and crafting customized solutions that align with your vision maximize success.
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A group of executives, analysts, advocates, and strategists who thrive on sharing our experience and knowledge to help you succeed in your business. Our track record proves that clear communication and expert collaboration will boost your bottom line.
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Whether you're just starting out or looking to restructure we've got you covered. Our mantra is: analyze, identify, advise, execute. Our mission is to create relationships, not transactions. Our promise is that we'll be there, as questions or issues arise, every step of the way.
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Client-Centric Approach
Every business is unique, and our customized approach helps to address your specific challenges.
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Client-Centric Approach
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Client-Centric Approach
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The team comprises of highly skilled and experienced consultants with a proven track record of delivering exceptional results.
Case Studies
Bangladesh Ice Cream Market - Strong Wave of Growth Riding on Multiple Tailwinds
Revlon India’s Turnaround: Navigating Online-Offline Decisions Using a Balanced Scorecard
Revlon India’s Turnaround: Navigating Online-Offline Decisions Using a Balanced Scorecard
The Bangladesh ice cream market is showing strong promises of growth due to socio-economic development of suburban and urban consumers and surge in per capita income across the country.
We focus on the Bangladesh ice cream market where their 10-Year CAGR of 16% has been growing at 16% to 20% annually since 2010. Though there were temporary setbacks due to the COVID-19 pandemic, the market quickly rebounded. The estimated 2023 market size of ice cream in Bangladesh was around $245 Million USD equating to roughly $4 USD per liter. For reference, EU countries in 2022 exported 250 million liters of ice cream to non-EU countries equating to $4.03 USD per liter. Some of the drivers behind this growth can be attributed to urbanization, a growing middle class, and large-scale investments in the industry.
Over the last 15 years, the marker saw conversion towards branded products offered by companies backed by established conglomerates which have priced out products manufactured in unhygienic, low tech, and non-compliant setups. Now 97% of the market is cornered by the branded companies. In the past there were issues with suppliers and storage of raw materials, with the recent investments within this space we see the Bangladesh market being able to store and keep these materials in proper form. The model of distribution has also been revamped to emulate FMCG and CPG products with one key factor being that the manufacturer and marketer company is expected to place a freezer in the outlet through an industry norm contract. It is estimated that there are about 100,000 freezers that have been placed by the manufacturers across the country.
Revlon India’s Turnaround: Navigating Online-Offline Decisions Using a Balanced Scorecard
Revlon India’s Turnaround: Navigating Online-Offline Decisions Using a Balanced Scorecard
Revlon India’s Turnaround: Navigating Online-Offline Decisions Using a Balanced Scorecard
This case study focuses on Revlon India which was struggling for a while with their poor supply chain, E-commerce presence, and poor accountability which resulted from overspending and siloed beauty channels. With the implementation of new management the company has been able to turn around the company and improve retail operations through reorganization.
The Indian retail market was estimated at $836 billion in 2022 and anticipated to grow to $2 trillion by 2032. A catalyst for this growth is the surge in e-commerce. However, in 2021 75% of consumer goods were sold by small to medium-sized businesses.
Umesh Modi Group (UMG) was one of India’s largest industrial conglomerates and in 1995 partnered with Revlon Inc. to bring Revlon to India. They expanded into 79 Indian cities but the company was being outcompeted by Indian brands with larger advertising budgets and more established distribution networks.
With new leadership Revlon India discovered a lack of accountability on all levels and how little senior leadership knew about the frontlines. Even though there was a greater focus on brick and mortar, board complaints were passed along that e-commerce was struggling as well. While the company had addressable issues, little could be improved without fundamental change in culture and structure and therefore one of the first actions was to reorganize the sales organization.
The silos broke down between personal care and cosmetics care divisions and all sales managers were now under one umbrella ensuring the company seized opportunities to expand its business while providing equal attention to all product categories. All head office members were required to visit stores regularly and every retail location received a monthly audit from the head office to make head office leaders accountable.
From this stemmed greater work to revamp distribution networks, sales and accountability, and improving support and supervision. With these improvements they were able to move onto making e-commerce a priority and building a better organization through strategy mapping.
To access this case study go to: https://hbr.org/case-selections
Case Studies (cont.)
How Coca-Cola Built a Resilient Global Supply Chain
A Case Study in Integrated Planning and Demand Forecasting
Introduction
Supply chains are easy to overlook when they work — and impossible to ignore when they don’t. For companies operating at a global scale, even small inefficiencies in forecasting or logistics can snowball into major costs, missed sales, and unhappy customers.
Few companies illustrate this challenge better than The Coca-Cola Company. With operations spanning more than 200 countries and thousands of product variations, Coca-Cola’s supply chain is one of the largest and most complex in the world. This case study explores how Coca-Cola improved efficiency, reduced inventory risk, and strengthened resilience through integrated supply chain planning.
Background: A Global Operation with Local Complexity
Coca-Cola does not operate as a single centralized factory. Instead, it relies on a vast network of bottlers, suppliers, distributors, and retailers. Each region experiences different demand patterns influenced by:
- Seasonality
- Local events
- Promotions and marketing campaigns
- Economic and regulatory conditions
Historically, forecasting and planning were often handled at a regional level, which led to fragmented decision-making and inconsistent results across the network.
The Core Supply Chain Challenges
Coca-Cola faced several interconnected issues:
1. Inaccurate Demand Forecasting
Regional teams used different forecasting methods, leading to mismatches between production and actual demand.
2. Inventory Imbalances
Some markets experienced overstock, tying up cash and warehouse space, while others faced stockouts that resulted in lost sales.
3. Limited End-to-End Visibility
Without a unified planning system, it was difficult to see how decisions in one part of the supply chain affected the rest.
4. High Logistics Costs
Reactive shipping and excess safety stock increased transportation and storage expenses.
The Solution: Integrated Supply Chain Planning
To address these issues, Coca-Cola focused on integration, visibility, and collaboration rather than isolated fixes.
1. Centralized Planning Systems
Coca-Cola implemented global supply chain planning tools that connected:
- Demand forecasting
- Production scheduling
- Inventory management
- Distribution planning
This allowed decision-makers to view the entire supply chain as a single system rather than disconnected parts.
2. Improved Demand Forecasting
By incorporating real-time sales data, historical trends, and promotional calendars, Coca-Cola improved forecast accuracy. This enabled the company to:
- Anticipate demand spikes
- Reduce reliance on excess safety stock
- Align production more closely with actual market needs
3. Stronger Collaboration with Bottlers and Suppliers
Coca-Cola increased coordination across its ecosystem by sharing forecasts and planning data with bottlers and suppliers. This improved:
- Production alignment
- Lead time management
- Responsiveness to demand changes
Better communication reduced surprises and allowed partners to plan proactively.
Results and Business Impact
The integrated approach delivered measurable improvements:
- Lower Inventory Costs
Reduced excess inventory while maintaining service levels. - Fewer Stockouts
Improved product availability during peak demand periods. - Operational Efficiency
Less reactive decision-making and more streamlined logistics. - Improved Resilience
Greater ability to respond to disruptions, demand swings, and market changes.
Key Takeaways for Other Businesses
While Coca-Cola operates at massive scale, the lessons apply to companies of all sizes.
1. Integration Beats Optimization in Silos
Optimizing one part of the supply chain in isolation often creates problems elsewhere. End-to-end visibility matters.
2. Forecasting Is a Strategic Advantage
Better forecasts don’t just reduce inventory — they improve customer experience and profitability.
3. Collaboration Reduces Risk
Sharing data with suppliers and partners strengthens the entire supply chain, not just individual companies.
4. Supply Chains Are Never “Finished”
Continuous improvement and adaptation are essential in a changing global environment.
Conclusion
Coca-Cola’s supply chain transformation shows that resilience is not built through excess inventory or last-minute fixes. It comes from integrated systems, accurate data, and strong collaboration across the entire network.
In an era of supply chain disruptions, companies that invest in visibility and coordination are far better positioned to compete — and to survive.
Case Study Documents
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