Cases
Results you can measure
62 cases across supply chain, operations, sourcing, AI and commercial excellence. The challenge, what we did and what changed. Find the one that looks like yours
19 of 62
+141% picking productivity and -27% operating budget
- -27%
- operating budget, production and supply chain
- +141%
- picking productivity over 2 years
- +2.2 pp
- delivery performance, above target
+25% delivery performance and -30% inventory
- +25%
- delivery performance
- -30%
- inventory
+4 percentage points EBIT margin after turnaround
- +4 pp
- EBIT margin
-24% inventory days while the business kept growing
- -24%
- inventory days
-40% operating costs through a new consolidated hub
- -40%
- operating costs
40% less waste while holding a 98 point 5% service level
- -40%
- waste
- -6%
- logistics costs
74% fewer variants and 13% higher EBIT
- -50%
- product families in top-3 countries
- -74%
- sales and production variants
- -85%
- active BOM material lines
9% higher fabric yield and a leaner product portfolio
- +9%
- fabric utilisation in pilot
- -70%
- hole patterns targeted
96% fewer daily error lines in the warehouse
- -96%
- daily error lines
- +17%
- picking productivity
- +19%
- operating hours
Delivery performance more than doubled with S&OP
- 2x
- delivery performance
- -28%
- inventory
Inventory drivers mapped in 9 weeks
- 9 weeks
- from kick-off to final report
- 10–20%
- targeted reduction of inventory peak
Lead time cut from 20 to 6 weeks
- 20 → 6 weeks
- lead time
- 3 → 12 months
- planning horizon
Master data and MRP foundation for scalable growth
- 39%
- of inventory without consumption in 12 months
- 90%
- production items without lead time in ERP
- -25%
- inventory target for next phase
Packaging 50% cheaper and still perceived as premium
- -50%
- material costs
- -65%
- weight
Significant bottom-line uplift from end-to-end turnaround
- Significant
- bottom-line improvement
Capacity and demand in balance
A volatile market with many special products made it hard to balance capacity, stock and demand. Staffing had to be scaled up and down at short notice
European warehouse network consolidated into three DCs
Growth required more capacity in a network of many local warehouses that had grown over time
Lower working capital through one European DC
As part of a turnaround, several factories and decentrally managed warehouses across Europe had to be optimised
Significant global savings on warehousing and transport
The company wanted to sharpen its focus on profitable growth and reduce variable costs for warehousing and distribution
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