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On
this page you will find various practical examples arranged by
function.
Click on one of the categories mentioned below.
 
Practical
examples - Strategy
Development
of sustainability policy and reporting for an international drinks
company.
Increasing
pressure from consumers and shareholders demanded clarity about
the companies ‘does and dont’s’ and tangible initiatives to
increase sustainability.
After
a broad orientation and many discussions on various levels
worldwide, company values, behavior and sustainability ambitions
were formulated. Local
training and discussions resulted in practical translation tao
‘the shop floor’.
Facilitating
a large-scale transformation process of a sweets producing
multinational.
Major
delays in realisation of 20 major projects, which were supposed to
result in EURO 90M value creation within 5 years.
By
aligning stakeholders, bringing focus and introducing structured
decision-making processes, 20 strategic commercial and supply
chain initiatives were ‘put back on the rails’ in 7 countries
and 14 factories.
Strategic
re-orientation of a poorly performing paint factory.
Strong
competition and an uncompetitive cost basis endangered the
continuity of two major product lines.
Stringent
cost control and refocusing sales and R&D (on the product line operating in
a growth market) recovered the unhealthy situation.
Strategic
planning for management buy-ins/buy outs for various (medical)
SME’s.
Change
of management / ownership demanded renewed focus and valuation of
the company.
Support
was given to develop an up to date strategic plan with a clear
proposition, focus and financial prognoses. This formed the basis
for a successful transfer of business, in terms of management
roles as well as commercial deal.
Strategic
planning for introduction at the stock market of a bio-medic
company.
A
young, fast growing bio-medic company prepared for stock market
introduction.
Support
was given to map, plan, develop and implement key business
processes (i.e. financial - and personnel systems).
Change
management at various SME / family run businesses.
Unclear
roles, patriarchal leadership and aging personnel often formed the
basis of change resistance.
Joint
vision development within the Management Team (MT) as well as
communicating the plan widely created the required support. By
structuring working processes and organisation and provide
training in personal development and teamwork, cultural changes
became feasible.
Training
in leadership, management skills, personal effectiveness and
teamwork.
Practical
examples - Marketing & Sales
Positioning
of a biologically degradable plastic.
A
new Business Unit wanted to introduce her unique product
effectively into the market.
Customer
panels were used to test market and applications potential,
communication and pricing. On this basis a focused market approach
and promotion strategy was developed.
Stimulating
the use of bio-diesel for truck transportation in order to
reduce CO2.
A
critical mass of petrol stations, truck companies, as well as
truck dealers was required to get this project going. Question
marks around sustainability of bio-diesel had to be addressed.
A
large scale pilot was organized through collaboration between a
bio-diesel producer, petrol stations, truck companies, car dealers
and a major city to use bio-diesel (from waste material) for a
minimum of 2 years. It attracted much media attention (national
TV, radio, newspapers).
Increase
in effectiveness of the sales organisation within a packaging
multinational.
A
packaging multinational needed help to
accelerate their international business development.
An
international project team was set up to create support. By
analysing customer requirements and - profitability, the sales
organisation could effectively develop its most attractive market
(segment)s.
Optimising
demand and supply of a fast growing pharmaceutical multinational.
Because
of new product introductions business complexity increased
dramatically.
Differences
between Commerce and Supply were bridged. The explosion of product
variations was channelled through multifunctional communication
and decision making processes. Internal
processes and organization were altered to increase service
levels.
Strategy
and marketing planning at a start up ICT company.
The
newly developed product was unclear and unknown. The management
had little experience in business development.
Applying
market focus, formulating a clear product proposition and
supporting business development and sales processes resulted in
the first customer orders.
Practical
examples - R&D and
Engineering
New
product process development of a packaging multinational.
Lack
of market lead product development endangered the companies’
market leadership
Market
needs and business potential were researched. Based on this research a new generation of industrial packaging was
developed and introduced into the market.
Increasing
innovation at a prominent international bank.
The
existing company culture and – structure hindered both the
creativity and the decisiveness to grasp business opportunities.
Innovation
power within the company was greatly improved by creating a
separate innovation function, organizing workshops and coaching
project teams in translating ideas to viable Business Cases.
New
product development for a service organisation.
A
service organisation requested support to professionalize
their service
offering.
Based
on market research, a vision was developed about the potential and
role of the ‘matching’ organization. Subsequent business
approach and communication plans were written to ‘match’
business employees with voluntary organizations.
Practical
examples - Procurement and
Logistics
Supply
Chain consultancy for a global manufacturer of plastic hoses (with
9 factories worldwide, including China, Mexico and Eastern-Europe).
Need
for strategic re-orientation, because customers were moving to low
cost countries and raw material costs were fluctuating heavily.
By
working closely together with Product Development (modular
design), Sales (focus on profitable customers), Finance
(transparency of cost prices and profit margins) and Production
(managing complexity, introduction best practises), a solid basis
was made for the Supply Chain to run efficiently.
Introduction
of a new procurement strategy within a chemical company.
The
traditional procurement department suffered from high working
pressure and insufficient focus.
By
simplifying administrative processes, time was freed up to focus
on cost and risk management. This included increasing supplier
partnerships, - service levels and joint product development.
Departmental
management of a Japanese multinational of diesel motors.
After
two years the Supply department was adrift because of lack of
management.
People
development, professionalizing supply processes and strongly
improved cooperation within the supply chain resulted in increased
productivity, improved customer service levels and renewed
ISO-accreditation.
Reducing
logistic costs for an international publisher.
De-centralised
Supply Chain management resulted in inefficiency and high costs.
Reducing
over-specifications, re-routing logistic streams and bundling
European procurement resulted in a logistics savings of 16% per
year.
Increasing
supply chain efficiency for the largest newspaper publisher in
The Netherlands.
Ambitious
growth objectives demanded improvement in quality and reduced
costs within the Supply Chain.
A
savings potential of several million euro’s was identified by
harmonisation of objectives between departments and introducing
workable agreements, shared services and stock reductions. A
decision making model and management info was developed to manage
this change.
Practical
examples - Production and HSEQ
Improving
efficiency in the process industry by loop control in order to:
1)
improve quality and safety
2)
reduce material-, production- and energy costs
3)
debottleneck capacity and reduce throughput times
1)
Objective of a chemical factory was to reduce flaring with 50%
Defining
the point zero proved to be difficult: there was no visible flame,
nor a flow meter. Using a methodical approach showed that flaring
hardly happened during normal operation.
2)
Objective of a chemical factory was to increase reliability of
production.
Using
simple statistics and dynamic modelling proved that cooling water
could function as well at 15 degC lower temperatures. This
resulted in energy reduction, less trips and quicker start up
after show downs.
3)
Objective of a chemical factory was to reduce energy costs,
without investments, by 10%.
Using
the same approach the temperature of 3 ovens was reduced, without
jeopardizing the output. Pay back times of 3 months were achieved.
Development
of a waste management plan for a chemical multinational.
Environmental
regulations stipulate such a plan every 4 years. In addition,
industry has committed to reducing energy through the MEE/MJA
Plans.
Data
has been analysed; interviews and brainstorm sessions are held
with internal experts. Based on the insights, a concrete plan has
been developed, defining the companies starting point, improvement
potential and (financial and technical) viability.
Doubling
of capacity / 50% lead time reduction at a bio-medic research institute.
A
yearly doubling of demand resulted in serious supply problems.
With
the use of limited additional manpower, the organisation strongly
improved their supply capability through customer alignment,
process improvements and automation.
Production
management in a textile factory. Span of control: 360 FTE.
Production
was lacking behind market growth (15%) and resulted at the worst
point in a delivery reliability of less than 10% …
By
focussing on activities that mattered and ‘doing what we
promised’ scale up was accelerated and delivery performance was
significantly improved. The
future was secured by creating a balance between short-term
flexibility (flex workers, all rounders), investment (education
and maintenance), cost control (due to productivity increase) and
value creation (quality improvement, delivery performance).
Production
management in a factory producing clinical and baby food. Span of
control: 75 FTE.
Product
innovations resulted in growth, but work floor behaviour required
a culture change towards customer focus and delivering quality.
By
introducing best working practises (i.e. OEE, HACCP-HON), as well
as growth and development of operators, production increased by 7%
within a year.
Theoretical
and practical training in Loop Control, aimed at the process
industry.
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