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SUPPLY CHAIN
EXPERTISE

In today’s uncertain and hyper-connected environment, customers’ needs are changing rapidly, forcing companies to prepare their supply chains for the demands of the future.

Predictive, efficient, automated: the supply chain has entered a new era.

Multiple challenges are driving organizations to rethink their operations:

  • Various challenges are compelling organisations to rethink their operations:
  • Quickly evolving consumption behaviours are making the tricky work of business forecasting more critical than ever.
  • There is a heightened need for efficiency against a backdrop of accelerated flows and service level guarantees.
  • The digitisation of purchasing paths and processes requires appropriate use of data.
  • The transition to sustainable business and social models that are respectful of people and the planet will entail an array of methods, from eco-design to product after-life to last-mile logistics.

"Our mission is to make your supply chain a business asset"
Cécile Laroumanie, Partner

Lack of strategy = poor performance

A supply chain strategy must contend with numerous inputs. It has to reconcile this information with the company’s strategic objectives and with its operational capacity. The strategy is then translated into supply chain, logistics and/or transport master plans.

The supply chain strategy paves the way for successfully tackling other business challenges:

  • omnichannel strategy,
  • new offers,
  • geographic penetration,
  • relocalisation, and
  • competitive positioning.

For these types of undertakings, Bartle consults with the stakeholders to articulate the strategic orientations of the supply chain, share guiding principles and ensure they are implemented.

Reinforce
tactical oversight

Deploying the supply chain strategy and managing operations require tough decisions that will have a direct impact on the company’s performance. In particular, the strategy sets out to:

  • Shed light on uncertainties: determine decision-making timelines, establish reliable projections and S&OP process execution, ensure the network is resilient to deal with unforeseen events.
  • Choose the right partners to support and/or operationalise the target processes: publishers, logistics players and other service providers (definition of target processes, requests for proposals, etc.).
  • Oversee the successful culmination of foundational projects: software solutions (ERP, WMS, TMS, OMS, traceability, etc.), setting up new sites, intralogistic automation and mechanisation, etc.

In all these areas, Bartle identifies, models and prioritises the performance levers with your teams. According to your needs, we seek out the right experts (data scientists, business line or ad hoc method specialists, experience sharing with other enterprises, etc.) to strengthen the identified pathways.

Improve operational efficiency

Once the supply chain strategy is defined, the operations function will engage in a continuous improvement process that is critical to optimise performance. Quick, targeted actions can be implemented:

  • Diagnose malfunctions: rapid mobilisation to assess the situation and identify actionable pathways to short-term improvement (stock levels and availability, warehouse performance, RPA usage, etc.).
  • Modernise practises: unlock gains in agility and productivity (transport plans, warehouse processes, etc.) by establishing and adopting new management rules.
  • Take advantage of process digitisation: structure data for use in decision-making assistance and flow automation.
  • Implement action plans (oversight, governance, bodies, etc.) and support change (roll-out kit, training, change strategy, etc.).

Bartle’s team of former operational professionals embed in your teams to implement lasting, custom-tailored solutions while embodying pragmatism, business expertise and entrepreneurial momentum.

3 stories of businesses
that transformed their supply chain

Defining a European-level master plan

One of our clients, a major name in specialised distribution, was re-evaluating the positioning of its continental warehouses in Europe to optimise its costs, deadlines, and carbon footprint.

We gathered all its data across production zones and distribution zones, then modelled several scenarios to define the impact of various possible supply chain options.

This work enabled us to propose a scenario to reduce by 20% the carbon footprint from European road transport while doubling the frequency of store deliveries.

A transformation programme involving nearly 200 post/parcel sites

One of our long-standing clients launched an industrial project to transform its logistics sites in order to process post and parcel volumes via mechanised or automated multi-flow platforms.

For this multi-year project, we assisted our client on several fronts: 

  • Benchmarking of mechanisation and automation solutions (customer needs, competition, innovations)
  • Industrialisation of processes and flows while remaining pragmatic in the approach to supporting local projects
  • Change management to support the various players given the large number of stakeholders affected

Product life cycle, item listings and stock optimisation

For an industrial leader in maintenance operations across all of France, we conducted a detailed diagnostic, starting with a formal expression of customer needs and the logistical aspects of the brand’s promise. This diagnostic addressed qualitative (processes, tools, irritants, etc.) and quantitative (central and local stocks, consumption, orders, service level, etc.) issues, as well as the product listing creation and stock management processes.

Together with the stakeholders, we co-developed the target operations, in particular those pertaining to creating product listings and managing end-of-life. We documented processes and tools in the form of deployment kits and defined plans to clean up the existing resources to eliminate Inconsistencies in product listings and stock discrepancies.

Defining a European-level master plan

One of our clients, a major name in specialised distribution, was re-evaluating the positioning of its continental warehouses in Europe to optimise its costs, deadlines, and carbon footprint.

We gathered all its data across production zones and distribution zones, then modelled several scenarios to define the impact of various possible supply chain options.

This work enabled us to propose a scenario to reduce by 20% the carbon footprint from European road transport while doubling the frequency of store deliveries.

A transformation programme involving nearly 200 post/parcel sites

One of our long-standing clients launched an industrial project to transform its logistics sites in order to process post and parcel volumes via mechanised or automated multi-flow platforms.

For this multi-year project, we assisted our client on several fronts: 

  • Benchmarking of mechanisation and automation solutions (customer needs, competition, innovations)
  • Industrialisation of processes and flows while remaining pragmatic in the approach to supporting local projects
  • Change management to support the various players given the large number of stakeholders affected

Product life cycle, item listings and stock optimisation

For an industrial leader in maintenance operations across all of France, we conducted a detailed diagnostic, starting with a formal expression of customer needs and the logistical aspects of the brand’s promise. This diagnostic addressed qualitative (processes, tools, irritants, etc.) and quantitative (central and local stocks, consumption, orders, service level, etc.) issues, as well as the product listing creation and stock management processes.

Together with the stakeholders, we co-developed the target operations, in particular those pertaining to creating product listings and managing end-of-life. We documented processes and tools in the form of deployment kits and defined plans to clean up the existing resources to eliminate Inconsistencies in product listings and stock discrepancies.

Supply Chain :
examples of Bartle-assisted actions

Omnichannel transformation

  • Planning and implementation of new home delivery services
  • Transformation of supply chain information systems to support new omnichannel customer journeys
  • Opening of dark store and pedestrian “drive-thru” pilots
  • Analysis of the sales impact and full supply chain cost of improving promised delivery times from 2 days to 1 day

Definition of master plans

  • Carbon footprint reduction, improved provisioning frequencies, optimisation of distribution zones, etc. 
  • Post-Covid revision of logistics flows (home delivery, click and collect, etc.)

End-to-end management

  • Stock management, segmentation, management rules, etc.
  • S&OP processes, data visualisation, short-term staff organisation, long-term training and recruitment needs

CSR transition

  • Transformation of models (from air to ground, etc.) 
  • Construction of business models for innovative models (bulk, etc.) 

Selection of tools and service providers, and change support

  • Assistance in choosing a WMS
  • Support in deploying an omnichannel, multi-site WMS (worldwide)
  • Organisation of call for tenders for a logistics outsourcing project and assistance with implementation

Transport optimisation

  • Overhaul of a “reverse logistics” transport plan covering shops, logistics sites, workshops, recycling centres, supplier returns
  • Oversight of inter-brand pooling of deliveries in urban areas, etc.

Operational performance

  • Expert consulting and management of a programme to deploy over 200 post/parcel distribution platforms in France for the historic national operator
  • Definition and formalisation of logistics processes at European scale
  • Performance optimisation at the logistics sites of industrial players

Are you passionate about supply chains?
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