"How do we compare to other companies?"
"How do we know we're doing the right things?"
These are concerns we hear on a regular basis from clients. 2018 was marked by challenges such as demand variability, inventory proliferation, manufacturing capacity constraints, and more. Your end-to-end supply chain provides a critical feedback loop to combat these challenges, but channeling that feedback into implementable solutions is no easy task.
LeanCor's end-to-end supply chain assessments provide a current state analysis and future state vision of your supply chain to deliver increased shareholder value through increased operating margins, revenues, and capital efficiency.
In an end-to-end (E2E) supply chain assessment, we take a holistic perspective of your current state by deep-diving into key supply chain functional areas and all associated processes, resulting in a visual future-state road map of prioritized strategic and tactical improvement activities.
Supply chain functional decisions should be made only after considering the effects on the entire supply chain’s effectiveness. During the functional area deep dives, LeanCor executive consultants conduct group interviews and process observations within key supply chain functions while supply chain engineers analyze data from your orders, inventory, and logistics. We then work with your teams to collaboratively identify opportunities that are tied to bench-marked, measurable targets.
After the functional area deep dives, we provide you with a road-map style vision to close the gap between your current state and desired future state with clear recommendations for implementation.
Upon agreement from all stakeholders, we'll help you manage the execution of this vision with LeanCor on-site resources or third party providers.
Creating a Perfect Order
Success stories with our clients
Distributing food products through three brand divisions had created a complex end-to-end supply chain network for a food and beverage manufacturer. Faced with a large amount of waste in moving products and information, the client recognized many areas for improvement within its supply chain.
A carpet manufacturer’s hard surface flooring business had a rapidly growing, global supply chain. Consequently, the client recognized a need to improve business processes in order to address extended lead times, product variability complexity, decision making alignment and increased pressure on customer driven requirements.
A leading eyeglass lens manufacturer with global operations, was challenged with a complex, fragmented, and expensive distribution network. With looming market pressure for shorter lead times and rising competition, the client partnered with LeanCor Consulting to redesign its supply chain into a best-in-class, lean model.
We've learned that every client is at a different place on the maturity scale with its supply chain. Some are lacking visibility or flow. Others have untapped network efficiency.
Wherever your organization may be, our strategic engagement model is directional and allows us to customize an approach to fit your unique needs.
-DIRECTOR OF OPERATIONS, AUTOMOTIVE PRODUCTS COMPANY