This mobile phone company’s existing global new product development process was no longer working as product, not proposition centric. Lengthy documentation preparation was supplier focused. Council decisions made at GPDP milestones were not. Need for shorter time to market. Need to review ‘in life’ performance of launched propositions. Need to take into consideration the planned technology, shared service centres for development and central hosting of consumer platforms.
New business founded 18 months previously within a FTSE 100 company. It was growing rapidly with a target of 400% growth beyond the first year. Sales were taking off but profit margins were not as high as expected. Very generous “No quibbles return policy” drove high (10%) returns rate. New product categories and channels to market were becoming viable, but the business was unsure of their profitability. Crimson & Co was engaged to investigate the perceived high level of product returns and to assess the optimal supply chain structure for the business going forward.
Crimson & Co was employed by a global oil company to develop the future processes for its warehousing and distribution operations. A team of Crimson & Co consultants developed the blueprint operating models and the associated management processes and policies. During the implementation phase Crimson & Co was retained as the global process expert for warehousing and distribution, advising the regional implementation teams on best practice and process design.
Crimson & Co carried out a cost and service audit of a major DC for a global oil company. The review identified how the facility could significantly reduce its operating costs while continuing to support the challenging service levels required in the western European market. The Crimson & Co team identified cost savings of up to 15%, achievable without damaging service levels.