Stock level optimisation
Initial situations from my experience:
Typical symptoms indicating the need for action in the optimisation of stock levels are the following:
- High stock levels and lead times tie up assets, increase process costs and reduce both reaction capability and flexibility,
- Lack of transparency regarding stock levels,
- De-centralised, uncoordinated stock levels in the production and distribution network,
- Lack of a common stock level management with partners via the value chain,
- Inadequate system support in planning and scheduling,
- Lack of integration of planning and scheduling in upstream and downstream processes,
- Use of inadequate scheduling processes.
Approach:
The LANGE CONSULTING company possesses extensive experience in stock level optimisation and provides companies with support from analysis through to implementation.
- Build up of a business process model and analysis of planning and control processes,
- Analysis of stock levels and lead times,
- Identification of areas of potential,
- Development of measures towards stock reduction, e. g. thorough revision of scheduling parameters, introduction of consignment warehouses, installation of tactical scheduling workflows and systems together with the integration of planning and control,
- Development and prioritization of measure packages,
- Implementation planning,
- Realisation of Quick-wins and Change Management.
Results:
Typical results achieved for customers by LANGE CONSULTING by means of stock level optimisation:
- Stock levels by up to 50 %,
- Introduction of overlapping stock level targets and design of integrated planning and scheduling processes, including the involvement of partners, and re-organisation of stock level responsibilities.
