Supply chain performance consulting
Build a more resilient and responsible supply chain
In a world where resources are becoming scarcer and economic and geopolitical crises follow one another, the supply chain is proving increasingly crucial for companies’ competitiveness and resilience.
A true lever for operational performance and financial health, its operational efficiency, supported by sustainability and technology issues, is closely monitored through precise supply chain indicators
Which levers to strengthen your supply chain performance?
Supply chains are becoming increasingly complex. By respecting the fundamental pillars of the supply chain, companies can face their challenges.
Strengthen your competitiveness and the agility of your supply chain
- IImprove agility and logistics reliability.
- Increase maturity across all supply chain processes.
- Offer a better customer service.
Align your stakeholders around shared performance
- Bring together all stakeholders and functions of the company (including outside the Supply Chain).
- Achieve a common goal: customer satisfaction and improved service level.
Accelerate your decisions through supply chain digitalization
- IIntegrate increasingly mature new technologies (AI, Big Data, Analytics, No code, etc.) in the service of performance.
- Learn to challenge historical planning practices and global optimization models.
Secure your flows and control supply chain risks
- Control risks on supply chains.
- No longer analyze risks only through the internal prism, but at a global level.
Manage complexity for a more resilient supply chain
- Successfully move progressively away from linear schemes and traditional customer/supplier relationships.
- Lead transformations that drive cultural change at all hierarchical levels.
- Successfully integrate new CSR requirements and reduce environmental footprint.
5 guidelines to steer and transform your supply chain
All interactions between supply chain players, whether internal or external, must be clearly identified to provide a complete view of a supply chain and its interdependencies. The levers arising from these interactions help illuminate the transformation potential of supply chains towards an achievable and relevant target.
The performance of a supply chain relies above all on the quality of the governance bodies and routines that support the process.
It is essential to engage stakeholders at the right hierarchical level, with the appropriate scope of responsibility, and to use the right level of analysis in order to make consistent decisions.
A high-performing supply chain supports business growth without compromising profitability or service levels, while maintaining a differentiated offering compared to competitors.
The boundaries between these performance drivers are sometimes unclear within organizations, and it is important to understand the difference between the performance of a company driven by cost optimization versus margin optimization, while integrating, among other things, lean management principles.
More than a ‘plug-and-play’ methodology, this requires a culture of critical analysis of the situation and performance management indicators.
Decision making must be based on concrete elements, whether financial or operational, aimed at improving logistics and supply chain quality and reliability.
Improving supply chain processes takes time and must be driven by internal capabilities to ensure deep and lasting change.
The human aspect is essential but not sufficient. The other key success factors are: tools, processes, organizations, and performance management indicators.
Our solutions to accelerate your supply chain performance
You want to assess and/or profoundly transform your activities to strengthen your supply chain performance, while controlling your impact on the ecosystem.
Strategic support
- Strategic support
- Supply chain organization and sizing
- End-to-end diagnosis and maturity of supply chain operations
- Building the customer promise and the SLA (Service Level Agreement)
- Performance management (financialisation of the supply chain), system of indicators (SLA)
Transformation of planning practices
- Demand management
- Supply chain segmentation
- Tactical steering IBP, S&OP, adaptive S&OP, etc.
- Operational management PDP, S&OE, DRP; DDMRP
- Execution scheduling, procurement, DDOM
- Inventory management
- VMI
Support and implementation of the transformation
- Opportunity studies, assistance with the choice and implementation of APS-type solutions
- Training teams in planning best practice
- Running serious games to raise awareness among all your employees
- Change management to put in place sustainable organization
Improve your supply chain performance with Citwell
Improve your customer service and delivery reliability
Increase service levels by 5 to 15 points thanks to a better definition of the expected customer promise.
Greater relevance of delivery lead times thanks to better stock positioning aligned with the customer promise.
Improvement in demand forecast quality (M+1: approx. 90%)
Better integration of the real demand signal within the supply chain.
Visible financial gains in your income statement
Improvement of the company’s overall ROI.
Reduction of stock value by 30% on average.
Sharing and mitigation of operational risks.
Predictability of financial results, whether upward or downward
Strengthen collaboration and synergies
Alignment of internal stakeholders around the same business scenarios.
Improved visibility of activity for external stakeholders (suppliers, transport, logistics, franchisees).
Greater efficiency of planning processes.
Predictability in the management of physical flows (M+1: approx. 98%).
Contact our supply chain performance consultants
Do you want to improve your service level and secure your deliveries?
Are you looking to reduce your supply chain costs while gaining resilience?
Do you need to align your teams and partners around sustainable performance?
Partner
Director at Citwell and head of the Lille office, Raphael began his career at Decathlon, where he worked for 6 years in their supply chain (operations and projects).
With a wealth of experience in transforming operational models, Raphael supports his clients in continuous improvement and long-term development.
Over the course of his career, he has managed major supply chain projects: process transformation, building a strategic vision, end-to-end planning and inventory management (components and finished products).
Rely on our experience in supply chain performance
Diagnosis of global industrial and commercial planning
Transformation of end-to-end planning processes
Transforming the supply chain through DDMRP
Multiple orientations and implementations within different Supply Chain organizations
Major player in European mass retailing
Design and implementation of an S&OP process for own brands
Demand planning processes optimization
SEPHORA
Downstream supply chain transformation
Our intervention
- Support in selecting a sales forecasting and store replenishment solution.
- Assistance to planning teams in implementing Retail S&OP and new forecasting and inventory management methods.
- Opportunity assessment for Sephora’s private label logistics for distribution in the USA.
- Improvement of Supply Chain – Procurement collaboration for managing Sephora product manufacturers.
The results
Improved service quality delivered to stores and customers:
- Value-added logistics operations carried out in a regional warehouse
- Creation of a regional inventory to improve product availability, with a positive impact on store service levels
Improved downstream supply chain performance:
- Transport consolidation
- Reduced environmental footprint through lower carbon emissions
- Procurement savings linked to warehouse implementation
- In-store labor savings resulting from reduced logistics workload and administrative tasks
SANOFI
Sanofi Vaccines – Supply Chain diagnostic
Our intervention
Supply Chain diagnostic:
- Interviews with more than 80 site stakeholders and leadership team members
- Facilitation of workshops to validate the current state (As Is)
- Assessment of the site’s Supply Chain maturity through the development of a tailored self-assessment tool
- High-level definition of improvement initiatives to be launched
Co-design of the target operating model:
- Facilitation of target design workshops (To Be)
- Definition of a roadmap to achieve the target state
Support during the implementation phase:
- Detailed definition of the target state for each workstream and sub-workstream, aligned with Sanofi’s overall strategy
- Support to management and operational teams in implementing actions and driving change (seminars, individual coaching, communication, training, etc.)
- Progressive transition plan from Citwell teams to Sanofi teams
The results
- Implementation of a supplier evaluation and communication process
- Master Data cleansing within the information system and definition of the target governance model
- Implementation of a frozen horizon for planning and scheduling
- Definition of safety stocks and raw material replenishment methods
- Development of an RCCP (Rough Cut Capacity Planning) tool and the associated S&OP process
- Reorganization of autonomous production units and definition of the processes to be covered and corresponding RACI
- Deployment of Supply Chain performance management KPIs
- Development of a self-assessment tool to measure the site’s Supply Chain maturity
- Development of a Supply Chain training offering
« Citwell was a key player in our supply chain transformation plan. The company's ability to listen and respond, and its proactive understanding of our needs, provided real added value in this crucial project for the Bacacier group. »
Thomas Joly, Deputy manager Supply Chain Bacacier Group
« Citwell is a key ally in driving change and reorganizing our supply chain, both to meet our internal skills needs and to meet the growth challenges of our business sector. »
Olivier Himpe, Supply Chain Director, Business Unit Customer care of Nexter (KNDS)
«Citwell's lighting has encouraged our partners to better manage their stocks of bottles, to lower costs for the whole organisation. We recommend Citwell for its pragmatism, reliability and agility. »
Frédéric Mairesse, Champagne Barons de Rothschild Managing Director
« The Citwell teams supported us effectively in understanding our Supply Chain challenges and defining clear, precise, and quantified scenarios. Thanks to their support, we were able to select the solution best suited to our business model. The two key strengths of their support throughout our project were their listening skills and their ability to understand our specific needs. »
Renaud Saïsset, CEO Nxtfood