Welcome to Implement Aarhus 

Royal Greenland wanted to improve the foundation of its forecasting process to create an optimised and less time-consuming process with improved forecast accuracy. We helped develop a new process based on simple planning concepts that could handle both baseline and campaign demand as well as statistical forecasting. A segmentation model helped define how different products should be forecast and which products planners should spend their time on. A number of key figures were incorporated into the forecasting solution, resulting in a significantly improved forecast.

As a result of the project, Royal Greenland has backsourced otherwise outsourced forecasts, leading to improved accuracy and cost reduction. The number of manually forecast products has been reduced from 60% to 25%, and these products are now handled using statistical forecasting. Forecast bias has been reduced by 50% and forecast errors by 22%.

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We helped get a new government agency off the ground and achieve more efficient case processing. The project focused on developing the executive board into a strong team, creating onboarding programmes, ensuring competency development of employees and supporting the new agency’s culture and ways of working.

The agency now decides more cases per year than it receives, resulting in case processing time to continue to decrease. Case processing is now within the agreed tariff norm, which gives the agency the time to work proactively to reduce the number of complaints – for example, by working together to learn from the cases that lead to complaints.

We helped a global food processing company define clear strategic sustainability areas with a commercial focus in the market. The company has a strong presence in Europe and key markets in the Asian region. The project established a clear direction for the company, building on existing strong performance. 

As part of the project, we also defined new initiatives to help the company better realise its commercial potential with a greener profile. For each focus area, we defined the key objective and ambition as well as clear short-term road maps to build a position in the market.

With a strategic goal of becoming carbon neutral, a multinational energy company wanted to establish a collaborative approach with key suppliers across the supply chain that would halve the supply chain’s carbon footprint (scope 3) by 2032.

The project established a fact-based foundation to map the progress of collaboration between partners in logistics and manufacturing and across the company’s portfolio. As part of the project, we created an overview of the carbon reduction potential across supply chain partners and developed a method to compare all the key logistics and manufacturing companies in the value chain. In addition, we introduced a “green scorecard” to track the progress of carbon reduction initiatives and map which initiatives can be utilised across the project portfolio.

We helped a global manufacturing company design a new inbound logistics concept across all segments of the supply chain. The ambition was to reduce net working capital and improve delivery performance by achieving a maximum delivery time of five days for incoming deliveries.

The project resulted in the development of a full five-day delivery time concept (5DDT) that covers all relevant inbound material flows. The concept also included a step-by-step approach to defining the right setup for each supply situation and an approach to collaboration and closer integration with suppliers to fulfil the goals of 5DDT. We documented the concept in a handbook that was approved by the 25 stakeholders involved, ensuring broad involvement and ownership across all business units.

The client is a world-leading manufacturer of food ingredients, industrial enzymes and excipients. They wanted to implement a generic S&OP process throughout the organisation, but with tools that were flexible enough to encompass different levels of maturity. The new S&OP process had to be sustainable for future improvements and not jeopardise their customer service.

As a result of the project, a new S&OP solution was implemented with a monthly review of products, forecast, supply and capacity and finally an executive decision meeting. Supply chain efficiency was increased, resulting in cost optimisation and improved customer service. In other words, the client reduced more than 90% of costs due to rush orders while increasing forecast accuracy from 50% to 80%, increasing delivery reliability from 70% to 98% and reducing net working capital by 10%.