Warehouse Transformation at leading supplier of spare parts for garden supplies

Stabilization of stocking and warehousing processes required

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Company details

Sales EUR 42.5 million, parent company sales EUR 128 million, group worldwide approx. USD 1.4 billion (2021). Takeover (sales EUR 217 million) planned for September 2022.
Number of employees: 125; parent companies in Europe: 381 (09/22); part of a private equity company

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Situation and Challenge

Stabilization of stocking and warehousing processes required
Lack of process and workflow descriptions (impeding ERP change)
Data availability and data quality very poor, which, among other things, makes quick analysis of day-to-day business difficult

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Objective and Task

Warehouse transformation (organization, processes and technology)
Preparation, support and assurance of ERP change within the area of responsibility
Head of on-site logistics (staff responsibility for 58 employees)

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Measures and Procedures

Analysis and development of various business and system concepts, process and flow descriptions in connection with planned ERP changeover.
Execution of large number of test cases during run-up (pre go-live, cut-over) and in the aftermath (Hypercare phase) of the ERP change (including all interfaces to logistics) Observation, evaluation and implementation of various process and workflow improvements

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Results and Achievements

Complete assurance and implementation of the ERP change by go-live date.
Execution of a key date inventory in record time (half the time of previous year)
Definition of performance criteria as well as introduction of logistics reporting with the aim of measuring and optimizing processes and activities (also for European group of companies)

Case Study

Turnaround of an ERP standard software implementation in aftersales

A leading intralogistics provider faced an overrun ERP project in aftersales with a threatened go-live. Through complete re-planning, clear roles, robust project management and replacement of the integrator, the programme was stabilised, IT assumed ownership and licence spend was reduced.

Strengthening corporate treasury in a medtech firm

An international medtech manufacturer in the optics segment faced a small, overstretched treasury team, parallel projects and cultural change. With external treasury expertise, a structured gap analysis, factoring rollout and TMS project leadership, the corporate treasury was professionalized and its strategic impact clearly increased.