Plan and deliver
Supply Chain
Service up and inventory down with cost under control
The area ZILLION was built on. Our Supply Chain consultants design and improve global supply chains, distribution networks and planning organisations in industrial, consumer and life science companies. We move organisations from firefighting to proactive, aligned planning
What we do
Our offerings
AI in Supply Chain Planning
Plans that learn
One of our two supply chain spearheads. Forecasts, planning parameters and inventory targets supported by AI and built into the S&OP and the ERP, so planners spend their time on decisions, not spreadsheets
What you get
- Sharper forecasts and earlier demand signals
- Planning parameters that update with reality
- AI built into the ERP and the S&OP rhythm
Plans that learn
One of our two supply chain spearheads. Forecasts, planning parameters and inventory targets supported by AI and built into the S&OP and the ERP, so planners spend their time on decisions, not spreadsheets
What you get
- Sharper forecasts and earlier demand signals
- Planning parameters that update with reality
- AI built into the ERP and the S&OP rhythm
AI in Supply Chain
Where AI makes the difference
How demand, plans and inventory line up to deliver on time. These are the places where we put AI to work with you
How we do it
Methods we have proven
Distilled from our own projects. Open a method to see the steps we take with you
01Cost out and turnaroundA programme with a few clear focus areas, new governance and transparent reporting with confirmed P&L impact, so cost reductions last instead of being a one-off exercise+
- 1Define a limited set of focus areas
- 2Document non-value-adding activities
- 3Roll out best practice across all locations
- 4Introduce governance and KPIs for core and support processes
- 5Report transparently with confirmed P&L impact
02Footprint and distribution networkA holistic analysis of the whole network and a new design that turns logistics into a competitive edge: differentiated lead times, standard value-added services and consolidated deliveries+
- 1Analyse the network as a whole, not site by site
- 2Design for differentiated lead times and consolidated deliveries
- 3Centralise inventory control in fewer distribution centres
- 4Introduce service packages that reflect customer needs
- 5Move operations without disrupting customers
03Complexity reductionA simpler, actively selling portfolio cuts cost across the supply chain and lifts earnings. The same goes for packaging and instruction material+
- 1Analyse sales data and find slow movers down to material level
- 2Make the cost of complexity visible
- 3Reduce the portfolio together with the sales companies
- 4Introduce a process for phasing out products
- 5Redesign packaging in a cross-functional team
04Inventory reduction and net working capitalWe release cash tied up in inventory without compromising delivery performance: activity-based inventory KPIs, differentiated control and focus on the few items that tie up the most, driven by visible performance management+
- 1Make inventory days visible with weekly trends and site targets
- 2Sharpen demand signals for timing and batch size
- 3Differentiate control with ABC segmentation
- 4Stop new excess from customer changes and minimum orders
- 5Reduce existing stock, starting with the biggest items
05Operating model, acquisitions and integrationGrowth through acquisitions often leaves many processes, systems and ways of working. We assess supply chain and operations before the deal and then build one shared operating model that makes the next integration easy+
- 1Due diligence on the target's supply chain
- 2Plan the integration: synergies, organisation and communication
- 3Map today's processes across sites
- 4Design one operating model and process framework
- 5Roll out site by site and measure the impact
06Planning concept and master dataDelivery and inventory problems often sit in the planning concept: principles, master data and the ERP engine, and whether the plan is actually executed on the floor and in the warehouse+
- 1Identify key challenges and segment products
- 2Design planning principles per product family
- 3Set up master data and a new MRP concept in the ERP
- 4Redesign warehouse processes so the plan is executed
- 5Connect sales and planning so demand is visible to all
07S&OP and IBPOne cross-functional planning process where sales, production, procurement and finance balance demand and capacity, anchored in top management and linked to daily control so agreements turn into action+
- 1Build a forecast with a sufficient horizon
- 2Align the forecast across locations in a rolling cycle
- 3Adjust own and supplier capacity and inventory
- 4Decide in top management with all functions present
- 5Connect S&OP to daily operations
08Focused KPIs and warehouse performanceA few focused KPIs, transparent ERP data and simple daily routines turn performance around quickly, and a KPI cockpit keeps it there+
- 1Make ERP data transparent
- 2Choose a few focused KPIs
- 3Change the principles for order release
- 4Add daily routines with KPI reviews and root causes
- 5Build a KPI cockpit and stabilise
Deliverables
What you get
- Footprint and network design with business case
- S&OP process, roles and meeting cadence
- Inventory strategy and segmentation model
- MRP parameter and master-data set-up
- Distribution network simulation and carrier tender
- Warehouse layout, WMS requirements and automation case
Why it works
Built for execution
Improved delivery service
From 59% to 90% delivery performance in one Asian distribution centre; 80% to 99.5% in a high-volume operation
Reduced inventories
Demand-driven inventory strategies that free up cash without hurting service
Lower total cost
A distribution network consolidated into three distribution centres; total transport cost transparency
Solution partners
Partners we bring in
Your team
Senior hands named
Next offering
Operations