Projets

Calculate forecast accuracy and ideal safety stock

Depict production and warehouse locations as well as transports

Create ‘what-if’ scenario for alternative inventory strategies

Identified target stocks for each product and location in the distribution network

Reduced inventory by about 35 %

Increased transparency for the interaction of production and inventory

Analyze the “as-is” transport operations process

Design the ideal future process

Specification of objective processes in SAP/ TMS

Efficient transport processes with recommended TMS implementation

Identified 9% total transport savings

Enhanced service level to clients through better management of back-orders

Selection of logistics equipment suppliers and support during order placement

Coordination of subprojects and creation of standardized documentation

Project management of time schedule, budget, quality, health and safety

Improved response times due to state-of-the-art intralogistics system

Optimal layout and automated storage ensure high workplace safety standards

Doubled production capacity with minimum footprint expansion

Analyze the expansion plan with focus on logistics requirements

Audit and list all "end-to-end" supply chain costs

Compile benchmarking of logistics costs in the retail sector

Reduced total logistics costs by 10%

Determined ideal combination of locations, channel and temperature types

Prepared the expanded distribution network for up to 30% increase in sales

Comprehensive audit of all of their intra-logistics processes

Create process design and functionality split between different IT systems

Support for WMS tool bidding process and evaluation of proposals

High process reliability in all warehouses due to detailed documentation

Optimal functionality split for each of the IT systems

Selection of top level, comprehensive WMS tool

Preparation of bidding with ideal tariff concepts and operations

Pre-selection of suppliers and visit to reference installations

Selection of the ideal supplier and assistance with drafting the contract

Completed the operation in 3 months, in time for the Christmas season

Reduced shipment times to e-commerce customers by 66%

Created opportunities for double-digit growth in the target markets

Define the optimal number of vehicles required for their distribution system

Develop the outsourced fleet solution for the services included

Determine the ideal mix of private vs. outsourced deliveries to customer

Decreased fixed costs by reducing the fleet size by 8%

Derived optimal mix of parcel deliveries to private fleet deliveries

Optimized transport model reinforces the business model

Design the optimal distribution network for beer e-commerce

Identify the ideal infrastructure and fleet for same day and 3-hour delivery

Create benchmark of current 3PL costs and services for comparison

Enabled second day delivery possibility for test region

Enabled 3-hour delivery possibility within test city

Identified alternate service providers for future exponential volume growth

Identify actual profitability of each customer, based on attention cost

Optimize the dry, cold and frozen product distribution networks

Validate the customer service model, based on brands

Realized 4% increase in top net margin

Reduction of over 20% in distribution costs

Aligned optimum route to market with potential of each market and customer

Evaluate as-is infrastructure, processes, and truck movements

Analyze data and develop site masterplan

Optimize truck flow throughout production phases

Redesigned routing of trucks, which resolved production bottlenecks

Eliminated congestion for free movement of trucks within the site

Increased visibility of truck traffic on site through monitoring system

Evaluate and adapt internal processes to increase the efficiency of the central DC

Concept to optimize time and fill rate of raw materials and finished products dispatched to restaurants

Adjust business strategy to meet future challenges, logistics activities, and customer service KPIs

Increased efficiency through redefined facilities, roles and responsibilities

Optimized inventory by category and brand, with a total reduction of 23%

Increased customer service levels by 9%

Plan and develop the business case to justify the changes to the facility

Determine the maximum capacity of the warehouse

Plan for implementation in stages in order to minimize the investment

Extended useful life of warehouse by at least 5 years

Scalable solution with potential extension of 40%

Improved operational footprint, including buffers for seasonal shifts

Implement a new network of distribution centers and inventories

Centralize the management and generation of automated orders

Define operations for optimal supplier selection and pricing

Saved nearly 4% in purchasing due to consolidation and negotiation

Reduced order lines in purchasing area by 70 % increases administrative efficiency

Optimized material procurement through clear planning and supply processes

Define strategy for supplier performance and inventory ranges

Develop network structure, organization, and associated processes

Planning for the implementation of the hub concept

Increased supplier performance accompanied by reduced inventory

Flexible network structure for quick reactions to market changes

Cost-optimized allocation of parts clusters to hubs

Validate the current DC storage and stock capacity operations at national level

Propose improvement measures within the warehouse to increase efficiency

Improve & optimize density of the processing and storage areas in the DC

Proposed distribution node in the west zone would save almost $435,000

Improved layouts within the warehouse areas produced savings of almost $108,000

Identified opportunity to reduce transportation fees by nearly $37,000 annually