Supply Chain Management
Geopolitical and macroeconomic crises, protectionist measures, natural disasters or supply shortages hit supply chains first.
With resilient supply networks and adaptable production sites, companies can respond appropriately to such situations. They anticipate new customer and market requirements more quickly, realize short production and development cycles, and master greater product diversity.
Our services for the further development of supply chain networks
EFESO strengthens your supply chain management organization in establishing and further developing reliable, adaptive and yet flexible value creation structures. We work with you to find the right solution to your challenge, e.g. in formulating supply chain strategies, for a risk management optimization or for a supplier integration and development.
We ensure a future-oriented network design in several respects – for example, by meeting sustainability and compliance requirements or in the course of digitizing complete supply chains.
We support you in the following areas:
EFESO ONCE AGAIN “BEST CONSULTANTS” IN THE CONSULTING FIELD "PROCUREMENT / SUPPLY CHAIN MANAGEMENT"
For the twelfth time in a row, EFESO Management Consultants has been recognized by brand eins and Statista in the renowned industry study “Best Consultants” (formerly: ROI-EFESO). The respondents confirmed the top position already achieved in the previous year in the “Procurement / Supply Chain Management” consulting field of the ranking.
We would like to thank everyone involved for the trust they have placed in us and for all the recommendations that led to us being awarded the “Best Consultants” seal.
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Strengthening and future-proofing supply chains.
Is your supply chain ready for the next crisis?
Five success factors for dynamic markets.
Activating performance potential and strengthening competitive position.
Minimizing geopolitical risks effectively.
10 modernization drivers.
CASE STUDIES - PRACTICAL EXAMPLES
Stabilize Processes and Reduce Costs
A mechanical engineering company is redesigning its process landscape: A manufacturer of machine systems and special machines has already achieved a high level of automation in its production processes. The company is now targeting further, cross-departmental goals for process automation. Together with EFESO, it defines fields of application in the Operations area in which Robot Process Automation (RPA) tools should save time.
OPEX / WCOM for brewery group
An international brewery group achieved significant OEE improvements in a WCOM pilot project with EFESO. EFESO's case study describes how this success was continued throughout the company's global value network, leading to improvements and savings.
OPEX / WCOM program at a market leader in the packaging industry
A packaging manufacturer is strengthening its competitiveness against new market players. In doing so, the group is focusing on economically and ecologically profitable management in line with the “zero-loss” philosophy. With EFESO's WCOM™ approach, the company improved the detection, elimination and prevention of losses in 24 plants. At the same time, it empowered thousands of employees to pursue and realize Operational Excellence (OPEX).
Reduction of complexity through standardization
In China, the "made in Germany" label stands for innovative strength, quality and a high level of development competence on the part of the manufacturers. A textile machine manufacturer wanted to reduce the variance and complexity within the Product portfolio. The main goals: reducing costs and strengthening the position in the Chinese market. With the China expertise of EFESO, a solid, regional supplier network was created in a short time.
Operations Footprint: Redesign of the worldwide manufacturing network
Reorganization of the manufacturing landscape: A manufacturer of industrial pumps is pursuing the goal of achieving a new sales growth record within three years. With EFESO, the mechanical engineering company therefore put the manufacturing footprint of eight locations and subsidiaries in its international production network to the test. Among other things, it analyzed the product groups and segmented the manufacturing landscape.
![[Translate to English:] Warehouse 4.0, Intralogistik 4.0, Logistik](/fileadmin/user_upload/intralogistik-2030-roi-beratung.jpg)
Intralogistics: Outlook into 2030
Technological landmarks for ideal logistics: Technological landmarks for ideal logistics. Does a data goggle speed up picking? Or is an investment in a pick by light system more worthwhile? Up to now, new technologies for intralogistics have not been high on the priority list of companies. This is because the cost share of logistics is lower than that of other work areas and their need for digitization is generally greater.
Zero-Based Organization
Champions do not rest contentedly with their success, but always have their sights set on the next milestone. A technology group with around 20,000 employees at over 16 locations worldwide is also orienting itself in the direction of such a “North Star”. His starting points: an operational strategy and the initiatives derived from it, which should be implemented at every location in order to make them even more efficient.
Business Operations Strategy: Re-start for production networks
A market leader strengthens its Global Footprint structures. With a turnover of around EUR 10 billion, the company is one of the market leaders in the life science and chemicals sector. After a long period of successful global growth, developments such as tougher competition and shifts in demand between regions are jeopardizing the achievement of the ROCE (return on capital employed) targets.
Sales and Operations Planning
A wood processing company wanted to improve its planning quality while reducing planning efforts. EFESO developed a suitable solution concept for an S&OP process based on SAP IBP (Integrated Business Planning), allowing the planning process to be standardized and automated, as well as bring about more flexibility and increasing efficiency. An intensive dry run was carried out in the first stage of the project.