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Interim Supply Chain Management

At LogiPlan Solutions, I specialize in interim supply chain management, offering tailored solutions to optimize your logistics operations. With more than 30 years experience in the field, I am dedicated to providing strategic guidance and hands-on support to steamline your supply chain processes.

Gondel in bergen

Interim activities

Screening logistics processes

Screen logistics goods flows end-to-end in your organization and provide you with advice regarding risk, improvement potential and meaningful investments. Further elaboration of a cost-benefit analysis and ROI.

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Process optimization

Improve your existing logistics organization with your logistics managers. Possibility to look for logistics managers for your organization.
Processes, IT, Team Building, Communication, Reporting, KPI Data management

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Transparency for Investors

For banks and private equity, logistical processes, where a lot of money is invested and a lot of litigation costs arise every year, are difficult to fathom. You'll need a real-world expert to report on whether your money is being spent efficiently. Even better, let me check before you invest any money.

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Projects

Complete construction, furnishing of Distribution Centers. Automation, Mechanization, Robotization, Process description for IT Interface programming, etc.

Helicopter view and management guidance of the relevant stakeholders in your transformation process.

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Tender Logistics Service Provider (LSP)

Contract negotiation LSP

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Assessment contract LSP

Assessment target-actual in practice

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Procurement

Supplier assessment, sourcing, assortment analysis, contract negotiation

Examples of completed projects

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Media Markt Saturn Holding​

  • I realized their first 70,000 m2 Distribution Center for stores and online in Europe in collaboration with a French logistics company. The complete transformation from 100% decentralized delivery from 150 suppliers, to a process of central delivery. Realized also their OMNI channel.

  • Determined and discussed the Supply Chain delivery conditions with their global suppliers.

  • Realized the construction and processes of a services and solutions center for their online company.

  • Mechanization and automation of their online activities from the start.

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OVS​

  • For the fashion market leader in Italy, the logistics area in northern and central Europe transformed from 200,000 m2 to 60,000 m2 for their deliveries to their 650 stores outside Italy. The DCs IT technically and process-wise connected to their central warehouse in Piacenza.

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Charles Vögele Switzerland

  • Set up the global SCM controlling from sourcing in Asia to delivering to 800 stores in Europe.

  • Set up and managed the portfolio management for this organization. Manage 800 leases, Investment requests for new stores and shopping centres in Europe.​

  • Set up a retail chain of 160 stores in the Benelux and transformed it to their concept. The total SCM organization structured from the various acquired retail chains and the distribution process centralized in 1 totally mechanized DC in Utrecht. 

  • RFID project from far east to POS.

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ALDI​

  • I supervised the sales process in a number of districts.

  • I organized the central logistics for 110 stores in a region.

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Realized Webshops​

  • ​Together with partners, we created the first online sanitary shop and logistics in the Netherlands. A range of 100,000 items from a leading wholesaler.

  • A network of interior design stores (also webshops) has been realized. From purchasing assortment to installation.  

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Workflow

Strategy

What is the goal from the current situation?

For example:

  • What business model are you aiming for?

  • Reorganization within departments

  • Organic growth

  • Expansion

  • Reduction of unit costs in the Supply Chain

  • Speed of delivery

  • Robotisation

  • OTIF improvement

  • OMNI Channel

Data analysis

This is an important step in the process and is often underestimated for the ultimate impact on litigation costs. A contract, and therefore prices, with a LSP is fully aligned with the data input and is the basis for all subsequent discussions and decision-making.
 
Example data input outbound order profile 
You have an assortment of 10,000 items and on average the box content of an item is 10 pieces upon delivery from the supplier.
Your organization indicates for the realization of a logistics process, which leaves the DC 80% at original box level. 

Practice
In the end, it turns out to be 30%, because branches build up too much stock or you get problems with your working capital and open to buy.

Consequence DC
The order processing goes for 50% from 1 operation per box with 10 pieces, to 10 separate actions per box (piece division).
The budgeted costs due to incorrect data input will then be significantly exceeded.
 


Example data input inbound order profile
80% of the inbound arrives on full original pallets with 1 item on a pallet. 

Practice
In the end, it turns out to be 30%, because your open to buy does not fit in here in practice or your turnover rate of your assortment drops too much.
 
Consequence DC
More sorting work in the inbound department than expected and more floor space needed. This means cost overruns.



 

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Process proposal

After the data analysis and taking into account the strategy, I come up with a process proposal.

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Among other things:

  • Business model with objective item turnover rate.

  • For which mechanization is there sufficient volume or orders and with what ROI?

  • Packaging machines, robotisation, MHE, sorting machines?

  • Amount of m2 of floor space necessary for a certain height of the building?

  • Level of security (high-value items)?

  • Sketch drawing of the floor plan with processes.

  • Personnel organisation

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Approval proces

Nothing has been definitively decided here regarding furnishings, budget, etc.
We agree on the proposal to further develop this through, for example, starting a tender process with logistics partners.

Preparation process

The project is worked out in detail, such as

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  • Who are the stakeholders?

  • Data starting points

  • Process descriptions with IT landscape and interfaces

  • Investments, mechanization and automation

  • Timeline

  • Personnel organisation 

  • Compare tenders of logistics service providers

  • Total costs per year

process preparation

Final Signature

I present you a concrete, detailed proposal from A to Z with a realistic timeline and explain the plan. All this based on practical experience.

  • Agreed data input​

  • Process. Goods flow.

  • Investments, mechanisation, automation.

  • Personnel organisation with responsibilities

  • Annual fix and variable costs

  • Agreed KPI's (productivity, stocktaking, OTIF, etc.)

  • Communication

  • Liabilities

  • Contracts LSP's





 

project realization

Delivery and start of the process

After extensive testing of the entire process (IT system and physical flow) in advance, delivery is made and the process starts.

strategy and execution

Realization

Implementation of the signed agreements, such as

  • Manage project overview with all parties involved

  • Inform and educate

  • Testing

fit for the future

Process stabilization

A totally new process always has certain small adjustments, which usually do not have a direct impact on the flow of goods. This is already guaranteed in the testing process.

A stabilization process usually takes 1 to 3 months.

By this I mean that everything runs efficiently and correctly and that employees are well trained and operate independently and flexibly. But as one team.

The communication process with all stakeholders in your organization is structured. 


 

make sure you are balanced
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