The Client: A Global FMCG market leader in Indonesia

• 2 factories – one in Jakarta and the other in Surabaya
• 23 Distribution Centres supply to 350 Distributors to deliver to 400,000 points
• 700 SKUs which is categorised into Modern Trade (high frequency to shelf) and General Trade (bulk point-to-point)
• SSA - BPCS is the key MRPII package used to manage the factories – in the process of planning a software upgrade

Objectives:

• To review & benchmark current business processes and work flow
• To fill gaps with an optimised and integrated business processes to operations for an efficient end-to-end SCM solution

Conclusion:

Consulting Report recommendations includes an integrated system approach to DC management to meet customer service levels as well as case fill rates. A prototype is being considered for operations and management familiarisation

The Client: Leading South East Asia F&B manufacturer and distributor

• Manufacturer of most popular F&B brand in Singapore and Malaysia
• Fulfil to 12000 points throughout Singapore
• Distributor of leading brands such as Pepsi, Evian, 7up etc in South Asia

Objective:

• To streamline and configure an optimal and cost effective way of managing distribution channels
• To realign operational and business strategy for scalability and growth

Conclusion:

• Equip the client with transitional plan and analysis towards asset light strategy
• Business Process Re-engineering to achieve SGD 1 million annual savings and optimising distribution channel
• Transform Financial & Operational models towards a more dynamic channel pricing and activity-based costing structure

The Client: A Sales & Distribution Group for FMCG in Southern China

• Based in Guangdong, the company is a leading sales & distribution group headquartered in Zhongsan.
• There are 25 stores spread around ShunDe, Guangzhou, ZhuHai, Zhongshan including franchisees. Plan is to expand to Shanghai, Beijing, Tianjin, Chengdu.
• Working closely with P&G and Jusco to be their channel partners in moving consumer goods into China.

Objectives:

To provide an SCM blueprint integrating all business activities of the group from demand and distribution planning to Point-of-Sales.

Conclusion:

The SCM blueprint is adopted and to be deployed over a period of 3 years. Part of the recommendations is to build a centralised warehouse in the Pearl River Delta with a computerised retail logistics management system to tie suppliers and brand manufacturers to the retail chain giving them full visibility on inventories.