Client: $ 1bn consumer product goods company
Business Challenge: Optimization of material flow process.
Background:
1. Manufacturing cluster with multiple locations for sub-assembly manufacturing, assembly and warehousing.
2. Plan attainment low and material flow not optimized. Work Involved:
1. Identified opportunities to change SAP system processes in production, warehousing and material transfers to increase efficiency e.g. bin re-determination using Radio Frequency, shop-floor confirmation using Radio Frequency.
2. Manufacturing System Availability evaluation including machining sub-system and material handling sub-system.
3. Sensitivities to specific failure/repair events analyzed to determine effective re-configuration (corrective) policies & procedures.
Clients: $ 39bn pharmaceutical company
Business Challenge: Analysis for Improvement in Level of Service.
Background:
1. Target service level for products not based on rigorous analysis.
2. No process for analyzing & preventing service level failures.
Work Involved:
1. Optimal target service level determination.
2. Study of process effectiveness & organizational alignment for service level attainment and minimization of service level failures.
Client: $21bn pharmaceutical company
Business Challenge: Redesigning Inventory deployment process.
Background:
1. Legacy supply chain software used to plan inventory deployment between Main Distribution Centers and 31 outlying warehouses.
2. SAP re-implementation to be leveraged to improve forecasting and replenishment & inventory control.
Work Involved:
1. Forecast process re-designed to improve fidelity and incorporate judgment.
2. New Safety Stock calculation evaluated, based on service level targets.
3. Better integration achieved with TPL (third-party logistics) provider for transportation planning.
4. Distribution MRP fine-tuned for accurate calculations.
Client: $21bn pharmaceutical company
Business Challenge: Quality Assurance Release process Improvisation.
Background:
1. QA Release erratic and customer delivery dates being missed.
2. Investment to be made in complex & extensive interface to LIMS.
Work Involved:
1. Extent of release variance not quantified - lack of accountability.
2. Investment in interface may not have alleviated the problem because of accountability issues - Inaccurate expected release dates and release time in LIMS would carry over into SAP
3. QA Release Variance Report created to quantify & monitor impact of release delays.
4. Based on expected delivery date changes in POs from Order-To-Cash to Manufacturing (including QA release).
