COMMONLY APPLIED SERVICES

CHALLENGE

$14 billion multinational seed and crop protection organizations are struggling to meet cost savings plans imposed by international governments.

In recent years, products have focused on poor performance rather than social development or joint ventures, and projects have been completed with multiple acquisitions without management or supervision.

APPROACH

Over the course of 10 multitasking workshops, adjust the process and its needs and take pain points, based on the ideas proposed for each group.

Establish a management process with the purchasing team involved in all decisions to ensure organization-wide compliance.

The project has been implemented in 10 countries and is supported by a change management system to ensure that all sites understand the new model and the benefits from the process.
RESULTS

Customers can achieve their highest savings goals (more than 10% of total spending) and 95% decide to fall under the new law.

Purchasing areas can engage with suppliers

CHALLENGE

• In order to strengthen its products, it has acquired different customers in seed production and international competitors in technology development. Supply chain maturity is a key goal in strategic planning and is the foundation of business competitive advantage.

• The organization needs integration to promote integration of key delivery processes, use best practices to improve quality, maintain quality capabilities, and provide better customer service.

APPROACH

We focus on the project of the planning and delivery process, analyzing the steps towards the end to identify the trouble spots and set priorities.

In Delivery we have redesigned key processes to eliminate conflicts and meet service objectives, while in Planning we have clarified roles and responsibilities within the team and implemented new policies to improve day-to-day monitoring and decision making.
If necessary, we have updated processes and procedures to enable new ways of working and support the ground crew throughout implementation.

RESULTS

Structure, management and process changes have been successfully incorporated into day-to-day operations, resulting in the performance of key indicators:

• Performance-based time increased by 35%
• Planning improved by writing 60%. – outside

CHALLENGE

Our customers are multinational B2C fertilizer manufacturers who have partnered with similar competitors in the B2B business (sales of raw materials and specialty goods). The new organization is among the top 5 players worldwide.

The organization seeks cooperation to support the restructuring of the economy and overcome three main challenges;

To create more competitive advantage from distributor management in the product market, the organization has become a national model
Increase profits
Product replacement still notification For non-product special products, this requires more information for sale

APPROACH

Our method is the B2C of partner organizations and B2B.
In
B2C, all suppliers are evaluated on their ability to sell new core products; Preference is given to people who have better experience in the sales team or have a special interest in customers. Tailor the customer’s business model to meet the needs of the supplier in each region, with the necessary support and management structure to achieve changes based on ideas.
Throughout the project, we trained internal resources to take over project management after we left.

RESULTS

The organization increased its profits with new products and reached a 4-year CAGR of 20%. Customers want improvements in business performance, and satisfaction surveys show significant improvements in scores.