CONTINUED GROWTH WITH AN OPTIMIZED SUPPLY CHAIN
A thorough analysis of material flows created a solid databased foundation for DPA's ongoing optimization
DPA did not achieve their success in recent years without an effort and look forward to continued growth - and this requires continuous optimization and efficiency in the supply chain area. Processes and flows must be designed and executed on a proper foundation, supported by analysis of collected data and experiences in relation to both the purchasing and production. DPA and kaastrup|andersen have worked on thorough data collection, visual mapping of processes and in-depth analyses that contribute to a strengthening of the foundation for DPA's continued growth and success.
Read the whole case story below.
In recent years, DPA has experienced great growth and success, among other things because the company manages to adapt to the market. This requires flexibility, transparency, scalability and, not least, processes that ensure that competences and capabilities are utilized optimally. DPA wanted an in-depth overview that would enable them to streamline, optimize and prioritize their supply chain - an overview created from a sound decision-making on basis of facts and elaborate analyses of the relevant data.
Two analyses were performed: a sourcing analysis and an 'end to end' mapping of the life of a selected product. DPA provided data sets from various systems and sources, and kaastrup|andersen handled the data processing. The data processing was conducted using various methods and tools, e.g. MS PowerBI, so that the same data could form the basis for a wide range of different sub-analyses with different aims. Some of the analyses looked at expenses by categories and suppliers, others at the distribution between direct and indirect costs and still others focused on price trends, number of purchase orders, etc. At the same time, several supplier contracts were evaluated regarding price development, terms and conditions.
In parallel, the overall flow for a selected product was uncovered through a series of workshops. This provided a very precise, visual image of for example, 'End to End' lead time for the product. At the same time, the mapping worked as a service review of the existing transaction and material flow. The analyses created a high degree of transparency and gave the management of DPA a solid basis for decisions in relation to the company's processes and visions for the supply chain area.
Based on the mapping of both challenges and potentials, kaastrup|andersen defined a solution catalog with a number of short- and long-term initiatives, which were also described and assessed in a Business Case. The initiatives were also visualized in a transformation roadmap.
From a broad and high-level challenge arising from the vision of ensuring scalability, flexibility, transparency and optimal utilization of the competencies of DPA, the company is now equipped with concrete and tangible plans for achieving the goal.