Projects

Definition of the roles of each of the companies

Design of the model for governing the 10 locations under the contract

Clarification of the services included, and not included, in the rates

Clear defined new roles for both sides

Implemented "Semi Open Book" system for matters under dispute

Reduced costs by 3% per year over 2 years with successful contract execution

Calculation of actual service level offered to pharmacies

Redesigning the S&OP Process to improve product rotation

Safety stock dimensioning for 380,000 stock positions

Implemented sophisticated supplier monitoring system

Achieved 9% increase in the operating margin with the improvement plan

Secured improvements with a ROI of 25%, in line with company goals

Bottom-up and integrated planning to control width and depth

Develop auto-replenishment process to stores

Improve garmenting handling flexibility and reduce sourcing lead times

More than doubling of inventory turns, from 2.0 to 4.5

Improved full-price sale from 50% to over 70%

Reduced value erosion (discounted sales) from 21% to 12%

Analysis of demand for intermediate products and raw materials

Review of current sales and operations planning process

Reassess the supply chain department organization

Defined production strategies: Make-to-Order vs. Make-to-Stock

Increased service levels by 3% and OTIF to 98%

Reduced inventory levels by 25%

Design and implementation of optimized material flow within the warehouse

Selection of optimal storage and material handling system

Planning of the transition from existing WMS to the new one

Drastically increased space efficiency due to optimized material flow

Increased same day execution to > 99%

Improved batch fidelity and 100% FIFO

Identification of consumer needs and the advantages of the Food Terminal

Technical and process viability, plus capacities for a make-to-order model

Modelling and design of Food Terminal and Business Case

Reduced inventory of 2.3 M €

Increased shelf life of fresh product to 9 days

Increased production capacity by 11%

Definition and implementation of distribution requirements for the network

Development of processes for product sourcing and production planning

Creation of demand planning process based on industry benchmarking

Improved product availability at every network node

Higher capacity utilization at regional production centers

Optimized cost of distribution including inventory carrying

Identification of ergonomic and productivity factors

Identification and statistical analysis of activity drivers

Definition of standard processes and allocation of unitary process times

System of incentives proportional to individual productive performance

Support in negotiations with unions and resolution of legal conflicts

Increased productivity by 17%

Identifying cost savings within the focus areas

Driving project management and change management

Review and report of impact of optimization measures to P&L

Realized savings of €13.4 M

Launched continuous cost reduction initiatives

Empowered client team to conduct further roll-outs

Create pull replenishment processes for distributors and retailers

Develop multi-echelon distribution network

Optimize inventory levels through rationalization of SKUs

Increased sales of 5% due to increased sold product lines at stores

Reduced inventory level of 12% and increased value fill rate to 97%

Decreased inventory level at distributors to < 1 day

Determination of factors that allow for inter-company comparisons

Compilation of publicly available information about different companies

Modelling of the market leader’s supply chain for benchmarking

Transparent benchmarking due to comparable costs structures

Identified potentials of optimized temperature controlled deliveries to shops

Estimated cost savings of 30%

Design and implementation of optimized material flow within the warehouse

Selection of storage and material handling system

Planning of the transition from existing WMS to the new one

Innovative global warehouse design as group-wide benchmark

Increased space utilization and same day execution of >99%

Improved batch fidelity and 100% FIFO

Determination and analysis of 5 "route-to-market" strategies

Simulation of strategies, using a costs tool, based on the activity

Validation results, based on the actual costs of participating companies

Verified immense potentials that exists in collaborative solution

Identified cost savings up to 40% of total logistics costs

Motivated participating companies to set up an actual pilot

Design material flow and layout based on lean warehousing principles

Define logistics processes leveraging the functionalities of SAP EWM

Project management and assistance in 3PL selection

3 fold increase in workforce productivity

Increased service level through delivery ex works in less than 4 hours

Reduced picking errors to below 0,06%

Concept design focusing on truck movements and material flows

Design storage and process based on lean warehousing principles

Develop standard procedures for returns handling

Increased storage density due to benchmarking

Higher productivity through optimized packing and sorting processes

Increased service level through delivery ex works in less than 2 hours