Strategische Lücke und Pandemie-Druck
A medium-sized company with both wholesale and direct sales operations battles a strategic gap and mounting pressure from the Pandemic. The firm is faced with a dual challenge: the parent company demands a strategic reassessment of operations and optimized delivery performance, while the Covid-19 pandemic disrupts the supply chain.
Three Critical Bottlenecks
The company is struggling on several fronts; ambiguous operations strategy and a lack of location concepts, while delivery performance, at only 86% OTIF (On-Time Inventory), was significantly below the target of 93%. Additionally, the Covid-19 pandemic exacerbated the situation due to disrupted supply chains, fluctuating orders, and strict hygiene regulations.
Data-Driven Decisions and Crisis Management
Data-driven analyses and benchmarking with IT/automation providers formed the basis for the new target structure. In conjunction with this, a pandemic strategy ensured delivery capability. Daily production meetings and weekly PDCA cycles address the root causes to increase OTIF.
Realised rapid progress despite adverse external conditions
Inventory levels were strategically increased, and suppliers were realigned. By removing bottle necks production capacity was doubled and the OTIF value rose to 93%. Simultaneously, a cost-efficient site concept and insourcing were implemented. Furthermore, flexible workforce planning was implemented to compensate for fluctuating order volumes.
