A privately-held specialty food manufacturer with a changing production mix and customer base had internal concerns that the facilities and processes could not profitably meet the growth assumptions. DCIQ completed a distribution assessment and developed a strategic plan with the leadership team. DCIQ aligned leadership on the 8 most critical and urgent issues to address. The leadership team approved a 4-phase plan of inventory transfer, building acquisition and consolidation, racking purchase and on-site construction.
A Class 1 railroad needed to ensure that new capacity would be available for targeted growth regions. RPW Group led the team to develop visualization tools and establish a Project Management office to keep 30 construction projects on track.
Supporting their margin improvement strategy, this multi-billion dollar private label food manufacturer needed to change its distribution network to integrate acquisitions, streamline operations and improve efficiency. RPW Group co-led strategy development, distribution network modeling and transition planning with client Supply Chain leadership.
A branded food manufacturer needed to reduce warehouse costs and improve both shipping and inventory accuracy. The warehouse operation had no locator or task management software and the team on the warehouse floor had no computer exposure at work. A new warehouse management system (WMS) was selected, configured and installed. In the first month, shipping errors dropped 95%. In the first year, physical inventory accuracy improved 25%. Productivity improved modestly at about 5%.
Increasing distribution network capacity and reducing customer lead times was crucial to the growth plans at this CPG manufacturer. The existing plant-based warehouses did not have the capacity to meet the acquisition growth targets of the company. A Distribution Network Analysis determined new locations for distribution centers, RFPs were issued and providers were selected. The resulting network allowed the company to increase capacity 400% and reduce transportation lead times by over 30% while maintaining distribution costs as a percent of revenue.
To improve cash flow at a $5B food manufacturer, working capital efficiency needed to be increased. Raw material inventory reduction was a focus area. New safety stock levels were calculated and implemented based on demand rules and supply risk resulting in a 6% inventory reduction.
A distributor for a quick-serve restaurant chain needed to open a new distribution operation without systems support. Within 2 months, the SKU list was created and loaded, the suppliers onboarded and replenishment plan was implemented.