References &
Highlights

Our client, an international industrial company, faced the challenge of introducing the Warehouse Management (WM) module for the first time at one of its production sites as part of a group-wide conversion to SAP S/4HANA. The aim was to create end-to-end system support for warehouse and material flows, harmonise master data and align physical processes with the new IT structure.

The initial situation was complex: the plant did not yet have active WM integration, and the warehouse processes had developed over time and were largely manual. At the same time, the implementation of additional SAP modules (MM, PP, SD) was underway under tight deadlines and in coordination with international teams. A lack of training materials, unclear process definitions and a high level of coordination between the site, head office and external partners made implementation even more difficult.

Our client, an international industrial company, faced the challenge of efficiently managing its materials and inventory across multiple European locations. The existing systems did not provide a central overview of inventory levels, coverage and requirements. This meant that there was no reliable basis for scheduling and replenishment planning, while at the same time high capital commitment and unclear inventory distribution limited flexibility.

The aim was to establish uniform, digital inventory monitoring to create transparency across all plants. The solution had to be usable across all locations, offer automated updates and establish uniform key performance indicator logic (reach, inventory turns, inventory values) to enable data-based decisions in purchasing and production.

A medium-sized mechanical engineering company was faced with the challenge of making time-consuming and error-prone routine administrative tasks more efficient. Two core processes in particular were causing a great deal of work: firstly, incoming delivery notes, which were in paper form, had to be scanned, manually renamed and filed in the correct directories.

On the other hand, it was necessary to manually trigger regular exports from the SAP system and make the generated files available to the specialist departments. These processes tied up capacity, repeatedly led to delays and were not consistently reliable. The company was therefore looking for a solution that would digitise and largely automate both processes in order to reduce the workload on employees and improve quality.

We implemented a comprehensive logistics concept to ensure the supply of the series to our Tier 1 customer to the OEM from SOP (start of production) to ramp-up (including the reduction of an enormous backlog). Firstly, we carried out detailed planning of production capacities and material requirements in order to recognise and eliminate potential bottlenecks at an early stage. The coordination of material scheduling played one of the biggest roles here. By defining new logistics processes for SAP, the IT systems were gradually adapted to the specific requirements and integrated. Change management was carried out during the ramp-up to ensure that all employees were familiar with the new processes. 

The focus was on interface management between different departments and service providers in order to ensure seamless collaboration until the SAP processes were fully implemented. By integrating various logistics service providers, the series could be supplied flexibly and exactly as required even before switching to regular transport. This holistic approach not only made it possible to secure supplies during series production, but also contributed to continuous supply chain optimisation in order to supply the OEM customer reliably and on time.

Our leading car manufacturer client wanted to launch a vehicle in South East Asia that had previously only been sold in China. As a management consultancy, we provided support in overcoming numerous challenges. We thoroughly analysed and developed solutions to optimise warehouse planning. The focus was on flexibility and scalability to fulfil the customer's specific requirements.

The layout of the new logistics supply centre was carefully planned to ensure efficient and flexible warehousing. The comprehensive planning led to a successful launch of the supply centre and made a decisive contribution to opening up the Southeast Asian markets.

We optimised inventory management for our customer in order to achieve long-term reductions in stock levels despite the customer's volatile call-off behaviour. To this end, we used comprehensive analyses to create transparency in the customer's warehouse structure and were thus able to uncover reduction potential. 

Immediate measures were also taken to classify products into meaningful categories. In the end, our customer succeeded in reducing its inventories in the long term and thereby increasing its liquidity.

A leading tier 1 supplier to the automotive industry was faced with a major challenge: the industrialisation of a highly complex product for an OEM. With new production sites in Poland and China, our task was to support the existing project management team and successfully realise the project. We improved logistical processes to ensure that deliveries reached the customer on time and in perfect condition.

Despite the time difference and customer requirements, we successfully overcame the logistical challenges by implementing efficient transport routes and cost optimisation. Our work demonstrated our company's ability to master demanding tasks in the automotive industry.

We planned and optimised the delivery routes of hygiene articles for our customer to ensure cost-effective and fast delivery. To do this, we analysed the customer's delivery addresses and created an optimal route plan that also took into account the current traffic situation. We also carried out an inventory analysis to ensure that there are always enough items available and to avoid unnecessary empty runs.

Our experts also used the latest logistics technologies, such as GPS tracking and optimisation software, to further increase the efficiency of deliveries. The result was a significant improvement in delivery processes and high cost savings through the utilisation of unused potential.