Your Goal: Optimize Costs & Liquidity
Supply Chain Management
Supply chain management (SCM) spans a company’s entire supply chain, and it therefore often makes up a significant block of costs. That’s why SCM aims to provide all materials/products as cost efficiently as possible. Costs can be cut tremendously along the supply chain in numerous places. For one, this can be the reduction of expenses to external parties: for example, by changing delivery routes, requesting tenders for transport services or increasing container utilization. Secondly, savings potential could be tapped by improving the planning/controlling of internal processes: optimizing production batch sizes or sorting out filling quantities.
In addition, professional supply chain management can deliver a major contribution towards improving a company’s liquidity. This can, e.g., be realized by introducing an inventory management strategy or needs-based re-procurement through enhanced planning accuracy. Liquidity can also swing up by reducing the fixed assets tied up in the supply chain. HÖVELER HOLZMANN supports you in realizing savings and liquidity potentials within the SCM.
"Does the procurement department fully tap all achievable savings potential? Are we pursuing the right procurement strategy? With which key figures should we manage our procurement department?" Such or similar questions are on the minds of decision-makers in the company when they think about the issue of procurement optimization. HÖVELER HOLZMANN CONSULTING helps you here in asking the right questions about procurement optimization and consistently implementing the optimization potential which has been identified. We support the procurement department in realizing a key contribution to the company’s results here by systematically optimizing the costs and liquidity of direct and indirect procurement.
In direct procurement, for example, the procurement of raw materials at optimal costs poses major challenges for many procurement departments. The reasons for this are strongly volatile markets and, in part, the prices of publicly listed commodities that can hardly be influenced. In raw material procurement, smart know-how in optimizing costs of agricultural raw materials (e.g.: strawberries, maize, wheat), chemical raw materials (e.g.: ammoniac, sodium lauryl sulfate, phosphoric acid), or industrial metals (e.g.: aluminum, iron, steel or plastics) and comprehensive industry expertise are the keys to success in procurement.
Packaging materials have been recognized as sales promoters on the sales side for a long time now, whereas on the procurement side, potential savings are frequently not realized yet. However, packaging materials generally make up a large part of a company’s procurement volume. Savings in product groups such as foils, cardboard packaging, labels, pre-forms, caps & closures, blisters, glass or plastic bottles therefore have a significant impact on the success of procurement, too.
When optimizing the costs and liquidity of indirect procurement or of non-merchandise goods, the definition and implementation of the right product group strategies in the area of indirect materials as well as of services play an especially important role. The procurement volume for indirect material is often strongly fragmented. Nevertheless, this presumed insignificant volume when viewed in total makes up a high percentage of the procurement volume. That’s why optimization of this procurement volume has a decisive impact on the company’s profit.
Procurement of services, like, for example, temporary work, cleaning services, consulting and auditing, telecommunication, marketing services (e.g.: creative, event and media agencies) or transport services is a “red rag” for a lot of purchasers. High requirements on the specialized department combined with imprecisely defined service specifications complicate the comparability of various service providers. By using smart methods, the reduction of procurement costs and an upturn in liquidity in presumed complex procurement groups can be successful here, too.
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HÖVELER HOLZMANN CONSULTING GmbH
Tel.: +49 (0) 211 - 56 38 75 - 0
Fax: +49 (0) 211 - 56 38 75 - 69
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