Supply chain diagnosis and recommendations

In response to new market realities, companies need to quickly adapt their processes and organization. In this context, conducting a study of the supply chain function and operations should allow to access underperformance root causes, identify transformation opportunities and plan suitable optimization actions to be taken.

Citwell, accélérateur de transformation

Your problems

    • Is our supply chain aligned with the industry best practices?
    • How do we benchmark ourselves against the competition?
    • Can our supply chain cope with market evolutions?
    • How to adapt toward the new environment to gain in efficiency?
    • Qualify the key areas of improvement: customer satisfaction, operational effectiveness, human and digital organization
    • Why is our supply chain not meeting our expectations?
    • Which quick wins would improve our short-term performance?
    • What transformation plan to implement to address areas of progress?
    • What options are available to improve our processes and/or our organization?
    • What are the advantages and disadvantages of each option?
    • What are the gains to expect from a transformation project?

Our convictions

A diagnosis is a collaborative project
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The outcome of a diagnosis is not a simple list of ``standard`` good practices defined by the consultants in autarchy. These are areas of improvement that are feasible and adapted to the company, identified through interviews and workshops conducted with all stakeholders.
A diagnosis is based on validated evaluations with the management
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The observations of the immersion, the feelings of the teams, the beliefs of each one, are to be confronted with numerical data coming from indicators managed by the company or operational and financial data. The results are shared and validated with the teams.
An ability to animate ideas
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The practice of facilitating multicultural and multidisciplinary workshops is at the heart of the practices of a successful diagnosis. They are the place of alignment on the understanding of the problems, the creativity of the solutions and the modalities of transformation.
The results of the diagnosis
must lead to a roadmap
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The improvement axes are placed in a roadmap where each point is qualified according to its criticality and its complexity. This should make it possible to create action plans in the short and medium term, and to quickly lead to the diagnosis of a transformation project.
The results of the diagnosis are shared throughout the project
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Summary notes presenting the first observations, then the first recommendations, are to be shared with the teams throughout the project. This not only improves the relevance of the recommendations, but also stimulates team support.

Our solutions and know-how

  • Diagnosis of the Supply Chain function

    • Analyze existing on 3 dimensions: process, flow, organization
    • Analyze the indicators to validate the relevance of the diagnosis
    • Define improvement areas in line with the corporate strategy
    • Establish the roadmap for implementation of recommendations

  • Diagnosis of information systems

    • Analyze the relevance of current IT tools regarding the business
    • Study the maturity of processes and organization in terms of objectives and strategy
    • Evaluate the relevance of the implementation of a new solution: ROI, business and IT impacts, possible trajectories, tools to consider

  • Diagnosis of information systems

    • Share benchmarks, highlight good internal practices and build target maturity
    • Build organizational scenarios and target processes
    • Evaluate change priorities, risks and impacts

  • Transformation plan

    • Develop a realistic roadmap for internal capabilities, external pressure and change priorities
    • Designate and organize the teams in charge of the transformation
    • Define pilot phases and their generalization

  • Change management

    • Identify changes and their business impacts (processes and organization)
    • Define a change management plan outlining the actions to be taken
    • Manage the various circles of actors of change, treat the resistances and favor the driving elements

Our gains

Optimization
• Identification of priority areas for improvement to improve the company's performance
• Assessment of potential gains in terms of service, resource utilization, efficiency and inventory
Appropriation by teams
• Commitment of the teams during the diagnosis, stimulating their adherence to the recommendations, as well as their involvement during the implementation of the transformation
Security and sustainability
• Decision-making based on comparative analyzes listing the advantages and disadvantages of the different options considered
• Definition of a transformation plan describing objectives, business impacts, SI impacts, and trajectory to reach the target

Our references in Supply Chain diagnosis and recommendations

RATP

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Laurent Penard

Supply Chain diagnosis and recommendations Expert

Founder of Citwell, Laurent leads diagnostic missions and Supply Chain transformation projects serving SMEs as well as large groups in the industry, chemistry-pharma, distribution and service sectors.

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