Sales and operations planning (S&OP)
Strengthen the company’s competitive power, ensure better execution of the strategy and increase value added.
In this article, we will clarify how a stronger integration between the company’s decision-making processes in terms of sales and operations planning can create growth, reduce costs and utilise the production facilities and use of capital in the company more optimally.
Optimisation of the production and distribution structure
In this article, we will clarify how an optimisation of the company’s production and distribution structure can support the company’s competitive power and increase the company’s value added.
Focus on operational improvements and increase the value of the company
Most production and logistics managers are familiar with the constant pressure of minimising costs, reducing stocks and bringing down outstandings. Furthermore, most of them are able to deliver results within these areas year after year.
Identify the right service level and create value by optimising tied-up stock capital
In this article, we will clarify how tied-up capital in stocks in particular can be optimised by means of a number of concrete methods and tools which support the short-term tactical decisions and at the same time strengthen the basis for the company’s value added and competitive power.
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.
Operating model for your supply chain
Reduce delivery times and increase customer loyalty by streamlining the operating model for your supply chain.
Supply network strategy
The market is more erratic than ever. Customer stock levels are becoming so lean that fast replenishment is needed. Therefore, it is important that supplier and customer relationships are transparent and well-managed.