How do you redesign a global manufacturing network while the business itself is transforming?
Philip Morris International was undergoing one of the most significant transformations in its history: shifting from traditional cigarettes towards electronic and smoke-free products.
This transition introduced a new level of complexity across products, markets, manufacturing capacity, sourcing and capital investment.
With a global network spanning manufacturing facilities, third-party manufacturers and markets around the world, every major decision had consequences across the wider value chain.
The challenge was no longer simply how to meet demand.
It was how to determine where products should be manufactured, how existing assets should be used, where future capacity should sit and which investments would create the greatest long-term value.
Transnova worked with Philip Morris International to develop a Digital Planning Twin that could bring operational and financial considerations together and help decision-makers test different futures before committing to them.
Inside the case study
Discover:
- Why PMI needed to rethink its approach to long-term manufacturing and network planning
- How a Digital Planning Twin was used to model a highly complex global value chain
- How operational and financial considerations were brought together in one decision-making environment
- How scenario modelling supported manufacturing, sourcing, capacity and investment decisions
- How the solution was implemented and embedded across the organisation
- The measurable impact on planning efficiency, strategic decision-making and business performance
See how PMI transformed a complex global planning challenge into a more agile, integrated and forward-looking decision-making capability.