All4Change

A Leading International Container Handling Port Services Organisation

Issues

• Poor planning, use of inaccurate & historical data, disconnects between departments, poor working practices with systems not fit for purpose
• Serious communication gaps (Commercial and Planning resulting in 2,500 claims a year costing €2.5M/Year)
• Resource Planning (Berth productivity and Quay time conflicts, no shared resource approach to address peaks & troughs, no meetings between terminals)
• Poor management / supervision practices and behaviours

Actions Carried Out

• Alignment of the resources, increased productivity and flexibility
• Able to dramatically reduce contractor costs
• Improved machine availability at the lowest possible maintenance cost
• Upgraded the purchasing department/processes from supplier management to strategic purchasing management model
• Organisational alignment and Supervisor behaviour training

Tangible Improvements

• 90% reduction in the "Agency" hours
• Operational productivity improved additionally by 15%
• Purchasing procedures removed 5% of spend
• Warehousing system identified obsolete and over valued stock and installed systems to track stock in the future (min / max etc)
• Reduced the average cost per container from €140 to €100

Improved controls and project management gave a €36 M ROI

Issues

• No consistency of approach across multiple sites and countries
• No understanding of activities for shared customers between separate sales teams
• Lack of recording critical information e.g. objectives and outcomes for customer visits
• Concentration of "selling products I know" and missing high margin opportunities eg upselling, cross selling

Actions Carried Out

• Developed a new Sales Management Operating System (SMOS)
• One-on-one coaching of sales teams
• Product specialists introduced and trained sales teams
• Standardised documentation and reporting across the globe

Tangible Improvements

• 12% uplift in sales
• 50% uplift in calls per day and selling higher margin products
• Greater communication between countries with the same customer

Greater discipline and focus leads to 12% growth in sales annually

Beiersdorf Supply Chain

Issues

• Pick rate required a massive increase to satisfy customer demands

Actions Carried Out

• Categorise stock as high moving (A), medium moving (B) and slow moving (B) – the warehouse was then organised so that A is nearer the front and redesigned racking based on customer demand.
• Automated slot allocation for key components
• Set up routine cycle counts in zoned areas to be performed during dead time in daily operations, hence adding a valuable activity to previous rest time for the teams
• KPI's identified and driven through whole of Supply Chain

Tangible Improvements

• 30% Less travel time for A+B classification products
• Better utilisation of warehouse space
• Allowed addition of huge new product to warehouse with no additional cost

Supply chain efficiencies were gained which allowed for an uplift in volumes for no additional costs

Novartis

Issues

• Old warehouse sold and new facilities required
• Customer delivery rates not satisfactory

Actions Carried Out

• Rationalisation of products
• Source and Selection of new warehouse facilities
• Design and fitting of new warehouse
• Redesign of all procedures and operating controls for the new facility

Tangible Improvements

• Purpose built warehouse significantly reducing running costs and increasing customer delivery achievements by 20%
• Customer managed inventory systems established - automating replenishment direct from the supplier which reduced lead time by up to 5 days

New warehouse design and installation utilising modern replenishment standards

Issues

• Lack of consistent measurements at point of execution on the shop floor
• Lack of clarity on operators daily targets
• Supervisor roles and tasks not identified and controlled
• Equipment issues not documented and root causes not eliminated

Actions Carried Out

• Consistent set of metrics set up for 30 Sites across UK, Europe, and US
• Daily production/machine targets set and reviewed at each site within new Management Operating Systems
• Regular Supervisor reviews of shop floor performance and issues established

Tangible Improvements

• Several sites deliver weekly improvement in critical metrics e.g. 14% increase in Sheets per manned hour
• Throughput significantly increased across most plants showing savings of up to 20% in a plant
• Waste reduced across most sites between 3-7%

Delivers significant benefits after first year of implementation, with 5 times ROI

Mitsubishi Fuso (Trucks) Supply Chain Rationalisation

Issues

• Move from in-house distribution in South Australia to more competitive 3rd party logistics company in Central Australia
• Dead stock too high
• No obvious alternative supplier identified
• Reduce the footprint of inventory held

Actions Carried Out

• Managed the complete tender process
• Selected TNT to manage 3rd party logistics
• Reduced the parts stock holding by 20% without impacting on service
• Remapping and redesign of processes from order to distribution
• Transfer and security of stock from one warehouse facility to another

Tangible Improvements

• 20% reduction in costs of Warehousing
• Improved turn around time from customer stock order to delivery
• All identified stock was re-located from Adelaide to Sydney while still hitting the current Customer satisfaction levels.

Logistics streamlined and relocated to a central location on the Eastern Seaboard

Issues

• Within a large multinational 11 separate businesses acquired
• These 11 businesses required to be integrated together into a single Division
• 11 individual ex MD’s and Business Owners still operating the business units

Actions Carried Out

• New Management Structure developed
• European Leadership team selected into new roles all “departing” leaders managed
• Several smaller units closed and the work transferred
• A virtual design team for all product lines established
• New sales team structure, personnel and operation mechanisms established

Tangible Improvements

• No overall loss of sales whilst at the same time increasing price by 2%
• 5% reduction in operating costs for the whole business

StarHub Telecommunications Selling and Customer Services in Retail

Issues

• Too much extraneous activity and little real selling
• Inconsistent selling of branded products
• Customer services only managed issue/orders no upselling or cross selling
• Lack of rigorous processes within customer services arena

Actions Carried Out

• Develop and implement a new Management Operating System for both Customer Services and Retail Shop Outlets
• Advanced Sales Skills Workshop rolled out across all outlets
• Mystery shoppers utilised to enhance selling approach uptake

Tangible Improvements

• Increased revenue by 18% within customer services and retail sales
• Greater control of brand selling across all outlets
• Better system of measuring daily sales success

Rigorous implementation of targets and achievements to energise sales teams and deliver increased revenues

Old Mutual (subsidary of Barclays Bank)

Issues

• Lack of new sales pipeline and growth and activities
• Retention of new customers - there was a 40% drop out rate for new customers during the legal "cooling off period", by changing procedures this drop off rate was significantly reduced by 25%
• No planning or control of sales activities

Actions Carried Out

• All sales activities mapped and assigned value criteria
• Critical sales activities planned in new bespoke Sales Management Operating System
• Trained the sales team on advanced sales techniques
• One on one coaching across all sales teams

Tangible Improvements

• Reduction of 25% in cancelled orders
• More structured sales approach to territory management reducing wasted travel time by 37%
• Increase in overall sales of 15% in first 12 months

Planning and structure in sales delivers 15% uplift and reduced wasted effort