Keep the balance with 8 inventory management viewpoints
Balance your net working capital tied up in inventory with your desired delivery performance
Many companies initiate projects on inventory optimisation, when inventories are too large and/or delivery performance is too low. All too often, companies face both challenges at the same time and, consequently, there is a need to find a balanced approach, where net working capital and delivery performance are equally in focus.
Royal Greenland optimises its supply chain
“Breaking the curve” is a list of initiatives for reducing inventories in Royal Greenland’s supply chain around the world. For the last couple of years, two large initiatives have been running, namely the implementation of sales and operations planning (S&OP) and the implementation of master/tactical planning.
Managing the demand for spare parts
We suggest a structured method to manage the demand for spare parts, and illustrate a business case in a large global production company, where this method was applied. Not surprisingly, the economical benefits were very significant.
Increase the revenue of your ERP investment
The complexity and the effort combined with having the company’s business processes and transactions reflected and supported by the ERP system is often so large, the energy to expand with advanced planning systems is simply not there. It is understandable but it is also a shame.
Sales and operations planning (S&OP)
Does your decision making process include Sales, Operations and Finance? Does it also deliver timely decisions? Integrating key functions and making decisions on time are key to maximising sales and minimising costs.
Operating model for your supply chain
Reduce delivery times and increase customer loyalty by streamlining the operating model for your supply chain.
Net working capital
By reducing the net working capital (NWC), you release funds for investments and new growth opportunities. Beyond these effects, NWC reduction will also improve logistic processes and increase your stakeholders’ enterprise value.