TCO Chain
Supply Chain and industrial logistics
Your supply chain creates tension with your customers or hidden costs: excess stock, demurrage, picking errors, supplier shortages.
A flow isn’t modelled. It’s steered at the market’s pace.
I was Industrial Logistics Manager on a SEVESO site for 7 years. I know the dock.
Logistics management of a multi-product chemical SEVESO site for 7 years. Full SAP WM deployment with RFID, SAP APO in finite-capacity scheduling: €800K of documented year-1 gains (zero picking errors, +10% productivity, demurrage cut by 4, +15% floor space). VMI and co-managed replenishment contracts on packaging: €100K of working capital freed. Yard management and bulk-shipping synchronization.
6 Supply Chain and industrial logistics levers
Flow assessment
A quantified assessment of internal and external flows: stock analysis (dormant, obsolete, working capital), service level, logistics costs (transport, handling, storage). Mapping of the malfunctions.
SC master plan
Building a prioritized supply chain master plan: IS modules (WMS, APO, TMS), organization, skills, provider sourcing, KPIs. A 3-year vision.
WMS SAP WM
Scoping, deployment and go-live of SAP WM in an industrial environment: RF terminals, RFID-coded locations, barcode readers. Cycle counting.
SAP APO planning
SAP APO deployment on a multi-product workshop: cross-contamination constraints, changeover times, manufacturing / packaging / shipping synchronization.
Supplier VMI / co-managed replenishment
Setting up co-managed replenishment and Vendor-Managed Inventory contracts: transferring stock steering to the supplier, working capital freed, SLAs and penalties.
Steering dashboard
Building the Supply Chain cockpit: service level, stock level, OTIF, demurrage, dock productivity, cost per parcel. Weekly operational reporting + monthly for leadership.
A flow is seen on the dock. Not in an ERP.
Let’s talk about your context.
First conversation free, reply within 48h. No commitment.