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Supply Chain

For many organisations up to 50% of their costs are related to the procurement and storage of materials and supply of finished goods. Ignoring this in a competitive environment significantly limits the potential an organisation has to optimise it’s financial performance. This could easily mean the difference between being profitable or NOT.
We offer major businesses access to in depth knowledge, expertise and experience operating in complex supply chain and logistics environments.
We can clearly demonstrate the impact optimisation in this arena can have and can show the techniques required to both attain and sustain successful results.


National Pharmaceuticals Distributor
Poor efficiency and effectiveness in Warehousing and Distribution operations eating in to profits.

Operational baseline of distribution centres saw marked variance in operational performance from a service delivery and cost efficiency perspective. Opportunity was believed to exist.

arrow  Customer service and order receipt operations found to be fragmented and overstaffed.

arrow  Good inward checking reduced by 50% by only check suppliers who have history of delivery issues.

arrow  Management structure reviewed and 1 to 1 reporting positions removed.

arrow  No of delivery vehicles reduced by 5% by route optimisation.

arrow  Fuel cost reduced by 10% through improved fuel management.

Leader in National Food sales Distribution
Spiraling operating costs leaving contracts unprofitable

New logistics contract implementation for national sales and distribution to top tier resteraunts and food outlets had been poorly designed and implemented, Order accuracy, ontime delivery and overall contract profitability were major issues.

arrow  Telesales and order capture process and timetable aligned to mirror sequence of trunking schedules ensuring order captured in correct sequence.

arrow  Warehouse picking operations moved to single order and marshalling. Flow reduced number of live orders being picked in warehouse to maximum of 6 at a time, pick labour per order reduced by 30%

arrow  Improvement in production delivery performance achieved by  overhaul to planning process and correcting standard time in MRP system

arrow  Vehicle fill methodology and primary trunking schedules changed to drive optimal use of network and assets.

arrow  Project net effects saw ontime delivery and order accuracy consistently exceed contract requirement, and contact costs reduced by in excess of 30%

Top Tier Telecoms Utility Company
Restoring margins by applying a new business model

With a rapidly changing market our client was seeing significant reduction in it’s operating margins. The business was non core within the wider company group but had always been a cash cow, unless that status could be restored it’s future was in doubt.

arrow  Organisational structure and roles and responsibilities fully assessed and new leaner but but more effective structure created.

arrow  Job planning  process fully re assessed and signmificant changes made to remove duplication and wasted effort, best practice identified and uniform national process applied.

arrow  Supply chain model completely redesigned, lowere tier smaller supplier engaged to replace larger supplier driving cost down but improving flexibility.

arrow  Overall purchasing model created allowing all direct suppliers to purchase under the overall company supply chain  umbella agreements, benefits shared.

arrow  Project net benefits estimated at 10% improvement in margin,  (cash cow restored to better than historic performance)
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