Supply Chain

Our business skills at the service of your company

Supply Chain Challenges

We put our Supply Chain skills and tools to work for what is really at stake in your business:

Development

To accompany the development of new markets or new products and services, to meet the ever-increasing demands of customers and suppliers.

Operations

To ensure the management of Supply Chain processes from supply to distribution, including commercial and industrial monitoring, and to guarantee that deadlines, quality, traceability and cost objectives are met.

Performance

Implementing continuous improvement plans, equipping or deploying tools and standards, optimising cost efficiency, improving service quality and user experience.

Compliance

To ensure compliance with CSR, legal and regulatory standards, to guarantee and communicate their application on all flows of the Organisation from the raw material to the consumer.

Transformation

Automating processes, anticipating and controlling volatility phenomena, relying on data and information technologies, adapting models to new ethical and environmental practices.

Our Supply Chain expertise

Performance Supply Chain

Strategy

Production Management

Transport and Logistics

Sourcing and Procurement

We propose 3 modes of intervention

In consulting for the realisation of diagnoses and the formulation of recommendations to improve the performance of our customers on our trades.

In operational assistance to strengthen our customers’ operational system with the contribution of a competent, equipped and committed team.

In externalisation or BPO to take charge of all or part of a customer’s operations, whether in a “project platform” Organisation, a service centre, or even on a time-sharing basis.

Business Cases

Discover some of the services we provide to our clients to illustrate our skills, our know-how and the
solutions we provide to the business problems encountered within different organisations.

DEPLOYMENT OF THE NEW MULTI-BRAND OFFER
Automotive Sector – International Key Account

Background

As part of its strategic plan, the Group has launched an ambitious multi-brand after-sales strategy.

The group offers a panel of spare parts at 3 levels: original parts, Eurorepair parts and parts from major equipment manufacturers.

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Mission

Meotec is in charge of :

Deploy this after-sales strategy on a global scale.
Improve or enrich operating processes, particularly in the Supply Chain.
Finalise, deploy and implement business processes.

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Results

Implementation and optimisation of Supply Chain processes

Measurement of the impacts of logistics optimisation by different KPIs
Management of guaranteed returns and litigation of standard exchange parts and stock repurchases
Updating and enhancement of standards related to the scope of the Supply Chain
Supporting Key Account Manager teams in the management and operation of distributor stocks
Conducting audits to ensure the level of quality

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SUPPLY CHAIN OPTIMIZATION
Agriculture Sector – Cooperative Group

Background

As the leading French exporter of cereals, the Group wishes to carry out a study on the logistic chain of wheat importation in Algeria.

Mission

Meotec is in charge of identifying the strong points and areas of improvement in the Group’s organisation and then proposing ways of optimizing the supply of cereal imports into Algeria.

Results

Launch

Framing the project
Development of the mission plan and schedule

Understanding

Field visit to 3 regions and to the General Management
Understanding of the Group’s functional organization
Identification of storage facilities, port unloading equipment and processors’ grain requirements
Mapping of wheat flows, logistics and storage facilities

Analysis & Synthesis

Conducting a comparative study
Drafting of an analysis report
Elaboration of a plan to improve the logistics organization
Prioritization of recommendations

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STUDY ON JOBS USING “HOUSED LOGISTICS”
Agriculture Sector – Cooperative Group

Background

The cooperative group is a storage organization that has developed several complementary businesses to serve its members, whether farmers or breeders.

The various logistics professions are not centralized, as they evolve independently of each other.

The purpose of the study is to find out whether a different organisation from “logistics” would be more efficient. The trades concerned are :

The logistics of plant protection products
Seed logistics
Yseo’s logistics
Livestock feed logistics
Superstore logistics

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Mission

Meotec is in charge of :

Professionalizing the management of “housed logistics” by business line and at Group level
Making significant operating savings
Identifying good practices to make them transversal
Developing a macro roadmap for a meaningful savings plan

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Results

Reflections by groups with the actors of each trade

Modeling of flows (physical, information and financial)
Indicators and costs analysis
Optimization of models by business
Study and massification of potential synergies
Definition of a Supply Master Plan
Definition of action plans by business line
Prioritization based on resource requirements and associated potential gains
Implementation of common indicators to facilitate management within the Group
Standardization of job descriptions to facilitate internal mobility

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STORAGE OPTIMIZATION STUDY
Agriculture Sector – International Key Account

Background

The Group has several industrial sites, including a factory that produces and packages infant formula.

In order to improve the competitiveness of the Powder business, the Group has considered integrating a metal canning line into the existing buildings, without any additional construction, although the floor space of the plant is insufficient to accommodate this new line.

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Mission

In order to identify the available surfaces for the installation, Meotec is in charge of identifying the areas of improvement of the storage in the factory and optimizing the flows.

Results

State of play

Immersion in the factory : day and night visits
Multiple interviews in order to understand the organization and the constraints of the factory, the storage management, the QHSE & baby food standards, …
Modeling of the evolution of factory stocks on the different product categories
Identification of 50 areas for improvement in storage and storage-related flows

Workshop

Facilitation of working groups in order to qualify the leads identified
Costing of the tracks (€, m² cleared)
Prioritization of optimization paths (gains, feasibility, risks)

Summary

Establishment of an action plan and a retroplanning within the framework of the deployment
Implementation of a new spatial organisation of stocks, physical and information flows and a factory stock monitoring tool

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Supply Chain