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 Supply Chain and Planning
 We help clients optimize their Supply Chain (SC)
end-to-end – we also help increase the R.O.C.E., a key
indicator for investors and analysts to assess company
values. |
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- Supply Chain Assessment
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- Supply Chain Strategy
including Sourcing, Manufacturing, Fulfillment, Distribution
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- Supply Chain Planning and Optimizing
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- Delivery Service Improvement (Revenue)
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- Optimizing R.O.C.E. - Return on Capital Employed
Cost, Capital employed and Revenue levers
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- Purchasing/Sourcing - Review and Strategy
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- Supplier Management and Integration
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- Improving Order Fulfillment in Manufacturing
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- Distribution/Logistics - Review and Strategy
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- Introduction of Service-/Fulfillment-Centers
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Supply Chain Assessment and Strategy
Especially cost and delivery service issues lead companies to optimize their supply/distribution organization and structures. Additional opportunities come from the EU Enlargement.
Our approach covers organization, network, performance metrics, processes and IT-architecture. |
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Cost Cutting versus Revenue Improvement
Many companies treat Supply Chain Management as a cost reduction issue at first. From a series of Assessments and Strategies we know that there are always cost cutting potentials but often the bigger lever comes from delivery performance improvement, which then leads to different priorities and measures.
We assess your Supply Chain improvement potentials. Our approach includes a comprehensive and balanced analysis from cost to revenue. |
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R.O.C.E
From a financial point of view, Supply Chain Management has the objective to maximize the
R.O.C.E. by optimizing cost, capital employed and revenue levers.
Especially privately owned manufacturing companies tend to neglect this financial view because it is associated
with financial markets and doesn't reflect the manufacturing foundations. Rude awakening follows, when it comes
to financing or equity situations in which the same evaluation applies.
We help to optimize your R.O.C.E. - Our approach covers the balance between manufacturing core competences and financial evaluation views.
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Purchasing-Manufacturing-Fulfillment-Distribution
We support to optimize sourcing, supply structure, conditions and inbound processes. Our Purchasing Assessment
and Strategy will show, where and how you can improve.
We analyze and redesign procurement and supplier integration processes and IT Architectures. State-of-the-art
process templates especially come from automotive industry.
We analyse and redesign intercompany and transnational processes for Manufacturing, Assembly, Order Fulfillment
and Distribution depending on the business type (ship-to-, assemble-to-, make-to-, engineer to order).
Central Ordering applies to a number of industries and has furthermore grown rapidly since e-commerce enables
new sales channels. Linked with improved performances of logistics service providers, central fulfillment and
distribution centers become attractive. We analyse and design the processes, define change requirements and organizationally
introduce operations.
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Advanced Planning and Optimizing
- from sales to shop floor and intercompany
Advanced Planning and Optimization covers interdependent processes (Sales, Distribution,
Production, Procurement) and time patterns (longterm - medium term - short term)
 Network Planning and Optimization
Sales Planning (Demand) and Supply Planning (Interplant)
Procurement, Production, Distribution and Transportation Planning
The core advantages come from advanced Supply Chain Planning Software Packages, which completely replace spreadsheet solutions,
make all changes traceable, centralize planning and reduce the impact of operation managers e.g. shift leaders.
This is a major challenge for the project manager and we can bring the experience and knowhow to manage these projects including
organizational changes in production and planning
mental changes
IT-specialists and Implementers
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Beyond ERP and SCM Systems - further waves required
Many Companies have introduced ERP, Supply Chain Management, Advanced Planning and Supplier Integration Software and have
improved. However, at the same time many issues became commodities faster than companies could implement. So, while things
still need to be completed and tuned, companies are continuously facing new challenges in terms of cost reduction, inventories
and capital employed as well as service level improvements - but with limited budgets.
Hence, successful Supply Chain Management needs further waves but more focus based on two core guidelines:
Continuously secure commodity performance e.g. by using
 standard systems and models - don't differentiate at commodities.
Outperform at selective differentiators. Rightsizing of measures
and speed of implementation are key success factors.
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| Because we combine experience and process innovation know-how,
it is our strength to help clients analyse and focus. |
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Capabilities and services 