Looking for our US website?
  • Alumni  
  • FacebookTwitterLinkedInXingGoogle+RSS
  • Country websites
 
 
 

Supply chain management & logistics

Supply chain management is certainly more than just a new name for familiar functions such as logistics, transportation or warehousing. For many companies, it has become an essential corporate function. Supply chain management sidesteps function-based corporate organization and integrates the core value creation functions into an end-to-end process.

In brief

Empty shelves. Cargo holds with room for more containers. The picture would look bleak to anyone, but can turn into a nightmare for logistics experts. After all, an efficient and reliable supply chain is a key enabler in satisfying customers' needs by punctually delivering high-quality products. Furthermore, for manufacturing and wholesale companies alike, this chain is also at the core of efforts to reduce costs – and in most cases presents significant potential for improvement.

Increasing product differentiation, globalizing value chains, process efficiency and supply chain responsiveness are the issues that are making companies think long and hard about their supply chains. This is happening in virtually all industries. Companies that fail to adapt their organization, processes and fields of activity to these technological and structural changes are not only squandering the opportunity to gain competitive advantages. They also run the serious risk of losing touch with the new type of marketplace that is now emerging and will confront them all a few years from now.

our approach

Roland Berger Strategy Consultants has developed a unique model to support its clients. We understand the supply chain as the backbone of every company, and therefore we develop supply chain strategies that are in line with and support the corporate strategy. Together with the strategy, we develop the required operating and supply chain model and define performance targets in terms of service levels as well as cost and asset performance. As the next step, we establish a detailed concept for putting the intended supply chain model into practice. Depending on what exactly needs to be improved, we apply a set of eight levers for supply chain excellence.

 
Levers for supply chain management excellence
 

By applying this model, Roland Berger Strategy Consultants has been able to successfully complete numerous projects across all industries, helping companies to adopt these philosophies and significantly improve supply chain performance.

sample projects

Supply chain transformation

We supported one of the global leaders in dialysis products and services in its supply chain transformation in Europe and Latin America. As a first step, we defined models that described key levers for the future supply chain design, e.g. rolling forecasting, central supply and demand planning, etc. Based on this blueprint, we integrated all processes from forecasting to distribution planning including the required IT backbone. Finally, we organized the supply chain in such a way as to ensure the coordination of supply chain processes across functions. We also introduced a KPI system for supply chain performance monitoring. This transformation improved the company's demand orientation, made its supply chain more flexible and cut inventory costs by 30%.

Performance improvement and supply chain segmentation

We supported a leading Swiss chocolate manufacturer in improving performance and building up a dedicated supply chain for its private label business. The existing supply chain, mainly built for the national brand business, did not meet the requirements for private label exports. So the company fell short of its profitability targets. To solve the issue, our approach was focused on supply chain segmentation: Based on the market requirements for the private label business, we defined the right operating model and supply chain levers: Product standardization and modularization, late stage differentiation, production flexibility, lead-time compression, lot-size optimization, renegotiation of contractual agreements, e.g. minimum order sizes, etc. This performance improvement and supply chain segmentation generated an EBIT increase of almost EUR 20 million and expanded delivery capability in line with the aggressive growth targets.

Optimizing warehouse logistics and inventory

One of the world's largest automotive suppliers asked us to improve the performance of its warehousing and inventory operations. We identified full-year annual cost savings of USD 1.7 million from warehouse process reengineering alone. By using a dynamic logistics model based on industry benchmark rates, industry tenders and client information, we identified seven key cost drivers and pinpointed the implementation scenario that would cut costs and maximize quality. By optimizing the client's push inventory system, we tapped further potential, reducing both storage costs and working capital.

Optimizing the supply chain

We evaluated the supply chain of an international electronic component manufacturer, and identified potential savings of over USD 100 million by analyzing product value, insourcing assembly, slashing cycle times and reviewing manufacturing location profiles. As a result, new purchasing processes were defined, direct shipment to customers was introduced and logistics complexity was significantly reduced.

Our experts

Austria

Roland Falb

Managing Partner

Vienna, Austria
Phone: +43 1 53602-201
E-mail: e-mail

 

France

Patrick Biecheler

Partner

Paris, France
Phone: +33 1 53670-902
E-mail: e-mail

 
Max Blanchet

Partner

Paris, France
Phone: +33 1 53670-907
E-mail: e-mail

 
George de Thieulloy

Partner

Paris, France
Phone: +33 1 53670-900
E-mail: e-mail

 
Mehdi El Alami

Principal

Paris, France
Phone: +33 1 53 67 0-914
E-mail: e-mail

 
Didier Gobin

Principal

Paris, France
Phone: +33 1 53670-471
E-mail: e-mail

 
Michel Jacob

Partner, Member of the GEC

Paris, France
Phone: +33 1 53670-936
E-mail: e-mail

 
Stéphane Potier

Partner

Paris, France
Phone: +33 1 53670-459
E-mail: e-mail

 

Germany

Carsten Bock

Principal

Stuttgart, Germany
Phone: +49 711 3275-7223
E-mail: e-mail

 
Michael Dohrmann

Partner

Munich, Germany
Phone: +49 89 9230-8276
E-mail: e-mail

 
Sebastian Durst

Principal

Stuttgart, Germany
Phone: +49 711 3275-7216
E-mail: e-mail

 
Jochen Gleisberg

Partner

Stuttgart, Germany
Phone: +49 711 3275-7221
E-mail: e-mail

 
Manfred Hader

Partner

Hamburg, Germany
Phone: +49 40 37631-4327
E-mail: e-mail

 
Zun-Gon Kim

Partner

Munich, Germany
Phone: +49 89 9230-8609
E-mail: e-mail

 
Thomas Kwasniok

Partner

Düsseldorf, Germany
Phone: +49 211 4389-2104
E-mail: e-mail

 
Bernhard Langefeld

Principal

Frankfurt, Germany
Phone: +49 69 29924-6143
E-mail: e-mail

 
Patrick Mannsperger

Partner

Munich, Germany
Phone: +49 89 9230-8798
E-mail: e-mail

 
Thomas Rinn

Partner

Stuttgart, Germany
Phone: +49 711 3275-7349
E-mail: e-mail

 
Regina Schmidt

Partner

Munich, Germany
Phone: +49 89 9230-8747
E-mail: e-mail

 
Andreas Schwilling

Partner

Munich, Germany
Phone: +49 89 9230-8364
E-mail: e-mail

 

Principal

Stuttgart, Germany
Phone: +49 711 3275 -7225
E-mail: e-mail

 

Greater China

Dereck Ji

Partner

Beijing, Greater China
Phone: +86 10 8440 0088
E-mail: e-mail

 
Sarna Yeung

Principal

Shanghai, Greater China
Phone: +86 21 52986677-871
E-mail: e-mail

 

India

Rajiv Bajaj

Principal

Mumbai, India
Phone: +91 22 3953 7501 / mobile +91 99100 34445
E-mail: e-mail

 

Italy

Alberto de Monte

Principal

Milan, Italy
Phone: +39 02 29501
E-mail: e-mail

 

Japan

Satoshi Nagashima

Partner

Tokyo, Japan
Phone: +81 3 35876-660
E-mail: e-mail

 
Ryuji Ono

Partner

Tokyo, Japan
Phone: +81 3 35876-660
E-mail: e-mail

 

Netherlands

Alexander Belderok

Partner

Amsterdam, Netherlands
Phone: +31 20 7960-600
E-mail: e-mail

 
David van der Does

Partner

Amsterdam, Netherlands
Phone: +31 20 7960-600
E-mail: e-mail

 

Russia

Oleg Lesnichenko

Principal

Moscow, Russia
Phone: +7 495 225 76 45 - 0
E-mail: e-mail

 

Sweden

Hauke Bossen

Principal

Stockholm, Sweden
Phone: +46 8 410438 - 98
E-mail: e-mail

 

Switzerland

Matthias Hanke

Partner

Zurich, Switzerland
Phone: +41 43 336-8650
E-mail: e-mail

 

USA

Brandon Boyle

Principal

Detroit, USA
Phone: +1 248 729-5000
E-mail: e-mail

 

Further reading

Boosting company performance

Study, 2012

If businesses want to remain successful in competitive markets they must take an active approach to managing risks in the supply chain …  >>

 
think: act CONTENT "End-to-end supply chain"

think: act CONTENT, 2012

When it comes to delivering the right product in the right quantity and quality, at the right time and at an attractive price for consumers, retailers and manufacturers alike face an enormous challenge …  >>

 
Sustainable sourcing  and SCM

Study in cooperation with BME, 2010

Sustainability and profitability are not mutually exclusive. For the overwhelming majority of respondents (83%) interviewed by Roland Berger and BME, "economic calculations" are the main driver of their sustainability efforts …  >>

 
Supply Chain Management

think: act CONTENT, 2010

Organizing Supply chains is the high art of management. Not to mention a strategic competitive advantage …  >>

 
Global Supply Chain Management Excellence

Study, 2009

Study by Roland Berger Strategy Consultants, WHU, Stanford University and ETH Zurich shows: supply chain management significantly impacts company performance ... …  >>

 
Operations flexibility in process industries

Study, 2009

This study covers three process industries with similar characteristics in operations: specialty chemicals, pharmaceuticals and consumer care …  >>