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Typical business situations:

Supply chains have potential. As a complex cross-divisional function however, a holistic view is required – from construction, product development and incoming orders to sales, purchasing and production through to logistics
Sales, production and procurement planning are not aligned with one another. Shortfalls or excess stock is the result
There is no overarching KPI system along the supply chain that really gives information on costs and performance. Potential therefore remains undiscovered

Deliverables:

Goal

Immediate increase in potential regarding costs, speed and reliability – without investments
Holistic view instead of isolated decisions
Identifying and capitalizing on opportunities to differentiate through logistics

Solution

Implementation-oriented analysis of potential: processes, structures, organization and systems
Prioritizing of required measures
Launching of a suitable implementing organization

Role

Focus points

Typical business situations:

The building of a new factory and/or warehouse is being considered. For the final decision, a basic concept is required to determine required space and investment and operation costs. Qualitative decision criteria are also to be considered
The decision has been made to build. Now detailed planning is required. In the process, existing structures and processes should be reassessed and optimally designed. The best possible price/performance ratio for the implementation is to be achieved by means of a call for tenders
The new building is almost complete. Relocation planning and launch management is required in order not to jeopardize business operations

Deliverables:

Goal

Solution

Undertaking of stress-testing workshops for the evaluation of the plans
Creating a complete planning basis that considers the future
Undertaking of sensitivity analyses/simulations and deriving possible implications on production and logistics
Development of planning variants, from manual to highly automated
Involvement of all parties: decision makers and workers

Role

Sparring partner
Planner and advisor
Implementation support as an interface with architects and general contractors as well as internally with IT and other departments

Focus points

Typical business situations:

Production is to be relocated or logistics outsourced in order to focus on core competences and reduce costs
Such an approach is uncommon in most companies, so there is usually a lack of relevant knowledge. At the same time, it usually implies job losses, which complicates the involvement of the internal employees
When outsourcing to a service provider, the organization must be in a position where it can adequately manage it

Deliverables:

Goal

Solution

Scrutinizing and simplifying existing processes and structures before relocation/outsourcing (complexity reduction)
Tool-based call for tenders with detailed performance specification and carefully considered configuration of price positioning
Defined technical and organizational interfaces for smooth operation
Relocation planning and coordination as well as launch management
Development of a performance indicator system for proactive service provider management

Role

Focus points