The emergence of new technologies combined with the changing nature of consumers (values and expectations) and the importance of sustainability have led to changes in the logistics industry in recent years. Supply chain network transformance has become an important area of balancing, creating and delivering flexible working:
Working as the foundation of the organization's work, seeking the customer's opinion to ensure a smooth workflow Transition from customer to supplier Integration view;
Building business processes that form the basis for customer differentiation, customer experience and value proposition.
In this new reality, the importance of the supply chain and the challenge of creating the best integration of the supply chain are clear. Opening, closing or changing a station, changing the equipment connection cannot be considered as a "logistics project". It is a sensitive process that includes internal and external events and affects the activities of the organization, its suppliers and customers.
More than just a challenge with changes in delivery, it is one that impacts the entire organization, with the integration of various responsibilities and the involvement of external entities over which the company does not directly control:
Change in the supply chain includes changes in all delivery processes from delivery to delivery, but is not independent of products - it must be adapted to the process in other jobs. These areas drive the broader business to change by requiring collaboration and participation in the decision-making process. Doing this as a corporate venture rather than a supply chain study means facing the challenges of coordination, speed of decision-making and operational priorities.
Transformation of the supply chain also depends on many external factors such as regulations, permissions, 3PLs and IT service providers - the less control the organization has, the stronger it should be. the ability to manage and respond to risks.
How we support our customers:
Identify strategic drivers of business rationale for execution
Review key processes to drive change
Prepare detailed plans to achieve success
Design and build management models to monitor project progress and facilitate quick decision making
Forecasting and product monitoring business surprise Capacity uncertainty analysis
Planning for the future Performance footprint of using more
Communication to manage people affected by change and create training
The ability to involve and support organizations and third parties, manage activities and responses, and identify and respond to risks is critical to success. Without these principles, the potential risk to the organization and its customers increases:
With BMCS India's approach, we are able to guarantee tangible benefits:
Track changes on time and within budget, check organization every week
Many changes are out there; support key decisions based on simulated impact
For answers to risks and potential problems, remove
Improve common rules and regulations
Integrated business and people use key dates and interruptions to ensure a transition
Minimize impact on core business during transition
Prepare organization to work with new equipment from day one
OOO (Out o fOrder ) and E&O (residual and obsolescence) risk reduction
Performance evaluation using performance standards based on strategic objectives
While Integration believes that our customers know their business better than anyone else, and we help you stay ahead of the competition by providing experience, proven processes and business models.
By combining our connected equipment and expertise with our strengths in project management and business transformation, we work with your team, vendors and third parties to ensure this is a convenient, real and simple way to remove uncertainty. transition as smooth as possible.
CHALLENGE
The Brazilian beauty company, which has a production and sales business, faced limited capacity in its distribution. The leadership decided to expand into a new DC to maintain business continuity during difficult times, partner with a 3PL for the first time, and focus on the operation of a single business unit.
APPROACH
The integration helps transition from project management, plan and control DC usage, and provides cost, deadline and control from project management. We have also developed a logistics employee management model that defines standards, KPIs, controls and performance and accountability to ensure long-term relationships between customers and 3PLs.
RESULT
Throughout the entire transition process, integration support is done first to mitigate key risks and the data center starts as planned, and model updates are made for key points to ensure stable operation for the Christmas season. . Throughout the project, we also trained and prepared the client’s PMO to perform the following functions in the company.
CHALLENGE
The global beauty and personal care company announced that it has increased its revenue by 100% by acquiring more than 40 brands from its competitors. Following competition from the first company, a merger requires changes in the supply chain and manufacturing process to achieve significant operational and financial synergies. A study shows that when large quantities of goods are shipped to Asia, Europe and the Americas with facilities open and closed, there are few or no Defects in a highly coordinated fashion.
APPROACH
Integration supports change with site-level and centralized integration (regional and global) project management to enable change, site closure and development across the entire network with limited customer support and integration.
RESULT
Working directly with more than 200 experts in 25 locations around the world, Integration successfully completed 8 online distribution centers and 3 manufacturing sites that were closed and replaced without significant impact, generating +$120 million in combined revenue.
Integration has worked with a wide variety of industries in very complex business contexts, working across continents (South America, North America, Europe, and Asia) our professionals have developed an understanding of the supply network dynamics in different business segments (retail, industries, and services). This allows us to bring robust and customized solutions to our clients that take into consideration the internal and external dimensions of the supply network implementation.
Dhruv Patel is an engagement manager at BMCS and has been working since 2019 in the Argentinean office in the Supply Chain Practice.
Aarush Gandhi is a Manager at BMCSwith significant experience in Supply Chain and Implementation having worked across both of BMCS practices.
Nikhil Singh is a Director at BMCS and has been working since July 2011 in the practice of Marketing & Sales. Prior to BMCS, Jonathan was an Analyst
Keshav is a Manager in the Marketing & Sales practice. Originally from Columbia, Luis is an entrepreneur at heart, and has worked in several start-ups in Colombia, receiving his MBA
Chaitanya Varma is a Financial Controller at BMCS and has been part of the Finance area since January 2011. Her experience includes financial analysis.
Rishi Sinha is a Specialist on Supply Chain Strategy at BMCS, working since 2010 at the firm. He has over 20 years of experience in Supply Chain collaborating with companies
Knish is a Managing Partner and has overseen the Mexico City office since 2008. Prior to BMCS, Gerard accumulated 25 years of experience in executive positions at L’Oréal
Rajbir is a senior manager I within the Implementation practice at BMCS, and has been part of the team since July 2011. His experience includes leading transformational projects.
