Services
Supply chain process reengineering
When incremental adjustments are no longer enough, we redesign your supply chain processes from the ground up: procurement, inventories, warehouses and logistics, with metrics that make the impact visible and support that makes the change stick.
Signs your chain needs reengineering
Processes that exist on paper but not in practice, duplicated or unusable material master data, warehouses that receive “when possible”, contracts managed in spreadsheets, and an operation that depends on heroes instead of processes. If every local improvement makes another part of the chain worse, the problem is design — and patching costs more than redesigning.
Reengineering is not automating a bad process or buying yet another system: it is rethinking the entire flow — who decides what, with which information, at which moment — and only then supporting it with technology.
How we work
We map the real process (not the documented one), measure its cycles and failures, and redesign it together with the people who run it. We standardize, define indicators and set up a light PMO that governs the transformation: milestones, owners and risks visible every week.
We stay through implementation until the new process is the normal process: on-the-job training, management control and adjustments along the way. We measure impact in cost, lead time and service — not in consulting deliverables.
Where we usually intervene
Inventory optimization and sizing of critical stock, warehouse and receiving management, material master cleansing and governance, contract structuring and administration, surface logistics and systems integration for end-to-end traceability.
Includes
- Process redesign and standardization
- PMO implementation and management control
- Definition and tracking of indicators
- Inventory optimization
- Warehouse management improvement
- Logistics optimization
- Contract structuring and management
- Systems integration and information traceability
Frequently asked questions
Isn’t reengineering too disruptive for a running operation?
It is designed not to stop the operation: we work in bounded fronts, with early quick wins that fund the rest of the program and a PMO that manages the risk of every change before implementing it.
What is the difference between this and continuous improvement?
Continuous improvement optimizes the existing process; reengineering redesigns it when the process has reached its limit. They coexist: we redesign the structural part and leave the improvement discipline installed for the incremental part.
How is the success of a reengineering measured?
Against the baseline measured at the start: purchasing cycles, inventory rotation and stockouts, warehouse costs, contract compliance. Success is the gap closed against that baseline, not the number of documented processes.
Shall we talk about your supply chain?
Tell us your challenge and we will propose a concrete path. The first conversation is free and without commitment.