What planning challenges did Plum Living face as it grew?

Founded in Paris in 2020, Plum Living specializes in customizable kitchens, wardrobes, and bathrooms sold through a digital-first model focused on design and personalization. As the company grew across Europe, its Supply Chain became more complex: more products, more suppliers, more demand variability. At the time of the Flowlity project, Plum Living operated with around 45 employees, approximately 1,000 SKUs combining make-to-stock and make-to-order products, around 10 suppliers, and two warehouses managing inventory flows. The planning team relied heavily on spreadsheets, which worked at small scale but gradually broke down as the catalogue and supplier panel expanded. Several operational issues appeared simultaneously: high inventory tying up working capital, poor stock balance between product categories with overstock on some lines and shortages on others, limited visibility on future demand, manual replenishment that made decision-making slow and error-prone, weak supplier visibility, and stockouts not systematically tracked. These are typical signs of a fast-growing brand whose planning processes have not scaled with the business: the Supply Chain becomes reactive, with planners spending most of their time correcting problems rather than anticipating them. Plum Living needed a planning approach built for variability and growth, not a bigger spreadsheet.