About us
Expert Planning is an independent consulting practice building the bridge between business and IT. We don't sell software — we make processes deliver results, building on the systems and the team you already have.
Experience
Twenty years deep in the processes
For more than twenty years we have worked as material management and logistics experts, always from the process and results side. Across eight industries — from light industry through pharmaceuticals to the food industry — we have seen from the inside how supply really works in practice: where planning slips, why people stop trusting the systems, and what makes a change stick. That hands-on experience is what we put at your service from day one of an engagement.
Who you will work with
Lead consultant
Viktor Varga
Lead Consultant · Head of Consulting
20+ years of material management and logistics expertise · 8 industries · working languages Hungarian and English
Every engagement is led personally by the lead consultant: he conducts the assessment, stands behind the analysis and the recommendation, and accompanies the implementation. His entire career has run along the border of business and IT — in the planning processes of manufacturing companies, in putting ERP environments right from the process side, and in international rollout projects. His conviction: lasting results come not from the system, but from a well-built process and the team behind it.
As a team — with your team
Across two decades of international and Hungarian projects we have worked alongside a great many consultants, planners, logisticians, and developers — and we draw specialist knowledge from that network whenever a task demands it. The backbone of every engagement, however, is always held by one hand: from start to finish you work with the same expert, who takes personal responsibility for the details. And the most important team we work with is yours — that is where the knowledge has to stay.
Industries
Industries where we have delivered
- Light industry
- Sheet metal processing
- Assembly
- Pharmaceuticals
- Food industry
- Waste management
- Contract manufacturing
- Custom portfolio management
Results
Results — no names, full substance
Sheet metal processing
Situation: Detailed scheduling covered only part of the machining areas, and the daily sequence was decided from experience. Clashes between jobs requiring the same tooling typically surfaced at the start of the shift, and the changeovers they caused had been absorbed into the standard times.
Result: After detailed scheduling was extended to every area and shared tooling was managed centrally, downtime caused by tooling clashes fell from an average of 381 hours per week to 210, and on-time delivery rose to 92% — with an unchanged machine park.
Pharmaceuticals
Situation: Sites in four countries each planned by their own logic, and the group-level picture was assembled by merging figures manually: different parameters at every site, and numbers on the executive desk that could not be compared.
Result: After the DRP/MRP process was unified and a shared KPI set introduced, the monthly close delivered a decision-ready picture 12 days earlier, and the capacity of the four sites became comparable at board level for the first time.
Food industry
Situation: Production orders and customer orders were handled in several records that did not talk to each other, with data carried across by hand. Delivery promises were often made without verifiable capacity or material coverage behind them.
Result: After the MRP process was redesigned, order-confirmation lead time shortened by 60%, and confirmed dates rested on verified material and capacity coverage — on an auditable, documented master schedule.
Contract manufacturing
Situation: Production scheduling and general production planning operated as two separate organisations, with different data and different priorities. The plan underpinning the financial forecast and the quantity that could actually be produced diverged regularly, and customer escalations reached senior management.
Result: After the two functions were merged into one organisation, the deviation of the monthly volume forecast fell from 22% to 7%, and customer escalations reaching senior management from six a month to one — with the existing team of 11, and no external resources.
Assembly
Situation: Material supply relied on manual, spreadsheet-based planning: individual parts were regularly missing at the assembly lines, while total inventory value stayed high.
Result: The data-driven planning process brought weekly emergency purchases down from 14 to 3, raised schedule adherence to 90%, and reduced inventory value by 18% — without introducing new software.
Waste management
Situation: The digitalisation of household waste collection had to be prepared at regional and national level: providers operating in different ways, no common data model, and the intersecting interests of utilities and public authorities.
Result: The groundwork brought the processes of 67 providers into a single operating and data model, closed several dozen open professional questions in a decision-ready form, and handed over an approved implementation schedule, an impact assessment, and a requirement set for providers.
Let's get to know each other in a conversation
Tell us where your operation stands today — and we will tell you honestly where we can help, and where we cannot.
Contact us