ERP-driven value-creation

After many years’ experience and insight, 4IMPROVE is able to create an ERP set-up that ensures the full ERP potential, supported by well-defined business processes

The interaction between processes, people and technology is crucial to a company’s success. If the ERP system fails to support business processes, it becomes a hindrance instead of a help. In these situations, business processes and system functions need to be revitalised, so the full potential of the ERP system can be utilised.

ERP builder’s consultancy, optimisation and post-implementation

The results:

  • Full benefit from the investment in ERP systems
  • Correlation between processes, functions and people
  • Foundation and transparency in a robust business, with throttles for performance regulation
  • Delivery assurance
  • Simple performance follow-up and data capture

4IMPROVE ensures a structured, coherent planning process across the entire value chain – from the overall master plan  with source, make, deliver, right down to execution on the production floor, and out to suppliers and customers. The correct choice of inventory strategy, optimal stock control  and a conscious categorisation and segmentation of products based on a volume/variation analysis – all help to ensure that the customer receives the desired service and delivery performance.

Through structured mapping of system utilisation and needs, processes and data quality, it is possible to identify the gaps between function and need that prevent the company from creating sustained results. These gaps are closed by implementing processes that ensure that technology, processes and people function together optimally.

Case | Grundfos | Increases productivity and postpones capex

Supply Chain planning and inventory optimisation

We create a competitive advantage via a differentiated stock and planning strategy

A coherent, synchronised planning process from the main plan to execution – vertically and horizontally, from suppliers to customers. Design of inventory strategies and optimal stock levels ensures the desired service and delivery performance in the supply chain. Segmenting and classifying products ensures a uniform structure is possible, so it is easy to maintain core data and execute on strategies.

Create a coherent planning process from master plan  to execution!

The results:

  • Ensure an end-to-end Supply Chain model with built-in control mechanisms that ensure control with stock, services and costs
  • Categorisation simplifies the master data maintenance process, so it lives up to the company’s overall goals
  • Optimise planning strategies so they match internal and external product and service requirements

4IMPROVE ensures a structured, coherent planning process across the entire value chain – from the overall master  plan with source, make & deliver, all the way through to execution level on the production floor, and out to suppliers and customers. The right choice of inventory strategy, optimal stock control and a conscious categorisation and segmentation of products based on volume/variation analysis, all help to guarantee the desired service and delivery performance.

To top the whole planning process off, it is supported by a continuous performance evaluation. Deviations are documented, and corrective actions are prioritised and undertaken.

Case | Deltabeam | Professional assessment and implementation ensured fast recovery and sustainable growth
Case | Coop | A cultural voyage in leadership
Case | Grundfos | Increases productivity and postpones capex
Case | Hjertecentret | Data-driven, coordinated planning leads to historically low cancellation rate

Digital Supply Chain impact

Utilise digital technology to optimise and develop supply chain processes

Digital supply chain is focused on analysing supply chain processes to assess and decide which digital technology creates the best value for business. The ambition level will be fine-tuned, departing in an analysis of digital readiness and maturity, and will lead to a technological solution design and implementation.

Added value via digitalisation of processes in the supply chain, bearing in mind the company’s readiness and potential

The results:

  • ”Fit for purpose” technological solutions for supply chain process optimisation
  • Increased agility via supply chain transparency in real time
  • Higher quality, scalability and productivity in the supply chain via automisation

4IMPROVE optimises the company’s business model with digital technology based on supply chain processes, and  to the extent that it is “fit for purpose”. There must be coherence between the 3 levels: business model, processes and technologies.

We operate with a wide range of technologies to convert the traditional supply chain into the digital supply chain. These include Industry 4.0 Technologies, e.g. IoT, robots, AGV, RFID, drones, big data analyses and 3D print – all examples of Industry 4 Technologies that increase value-creation in the value chain.

Case | Borg Automotive | Transport optimisation and digitalisation allows annual savings in the region of millions of kroner
Case | COOP | A cultural voyage in leadership

Competitive Supply Chain design

Proven increase in competitiveness through customised supply chain design

4IMPROVE adapts supply chains in line with the company’s priorities. Supply chain design is based on factual mapping and performance analysis. The result is a diagnosis of the gaps between actual performance and strategic goals. From this, a roadmap of a future supply chain design and implementation will be developed.

Deliver the value chain’s full potential via competitive and differentiated supply chain design

The results:

  • Customer-focused delivery assurance, responsiveness and agility
  • Optimised management of costs and working capital
  • Differentiated supply chain that supports the company’s market segments
  • Optimised performance level based on the company’s strategic goals

The company’s current supply chains and actual performance are mapped and matched to the appropriate product segments and services. These are compared to the company’s go-to-market strategy.  The segmentation is based on parameters that characterise products, services, and the customer and market conditions.

The output of this process is a diagnosis of a gap between the actual performance and the strategic goals. Such a gap provides input for strategic priorities, and input on which structural elements in the supply chain should be optimised:

  • The number and location of local, regional and central warehouses and factories
  • Choice of transport
  • Sourcing network and sales channels
Case | Grundfos | Increases productivity and postpones capex

S&OP

Produce visible business results through efficient alignment of supply and demand planning

4IMPROVE creates a cross-cutting, integrated, tactical planning process where sales, marketing, R&D, finance, procurement, planning and production collectively remove silos and create a shared plan. A successful S&OP implementation contributes to sales growth, optimises Networking Capital, and reduces costs.Many years’ experience in operations and development has given 4IMPROVE a deep insight into conflicts of interest that may be concealed in the company’s departments.

Produce visible results through the alignment of supply and demand planning

The results:

  • Cross-organisational and cyclical planning process
  • Growth in revenue
  • Reduction in costs
  • Optimised working capital

S&OP is a structured, balanced and coherent planning process that operates throughout the entire value chain – from the overall planning of source, make and deliver, to execution on the production floor, and out to suppliers and customers.

S&OP is a cross-organisational company project, where sales, operations, marketing, R&D and finance work towards a shared goal to create a coherent plan. The process contributes to an improved cross-organisational work climate.

Case | Deltabeam | Professional assessment and implementation ensured fast recovery and sustainable growth
Case | Hjertecentret | Data-driven, coordinated planning leads historically low cancellation rate

Meet our specialists

Supply Chain Management

Thomas Brams
Senior Management Consultant
+45 22 63 68 22
tb@4improve.dk

Jens Arvad Johansen
Senior Management Consultant
+45 40 42 45 50
jaj@4improve.dk

Jørgen Vejvad
Partner
+45 20 64 88 89
jv@4improve.dk

Nis Kampp
Director
+45 22 10 08 22
nk@4improve.dk

Ernst Kildegaard
Senior Management Consultant
+45 40 42 48 40
ek@4improve.dk

Bo Dencker
Managing Partner
+45 40 75 39 99
bd@4improve.dk

Ruben Sørensen
Management Consultant
+45 25 72 36 25
rs@4improve.dk

Jan Stentoft
Associate Partner
+45 20 88 71 91
js@4improve.dk

John Johansen
Partner Emeritus
+45 51 20 41 97
jj@4improve.dk

Mathias Juul Pedersen
Management Consultant
+45 21 82 68 21
mp@4improve.dk

Jørgen Nørmølle
Partner
+45 40 36 44 30
jn@4improve.dk

Anne Christine Tæstensen
Senior Management Consultant
+45 91 55 68 40
act@4improve.dk

Brian Vangsgaard
Senior Management Consultant
+45 20 60 75 88
bbv@4improve.dk

Lasse Liltorp
Independent Contractor
+45 25 53 74 25
ll@4improve.dk

Jeppe Møller
Analyst
+45 27 63 39 86
jem@4improve.dk

Morten Brinch
Management Consultant
+45 40 33 36 07
mbr@4improve.dk

Andreas Slavensky
Independent Contractor
+45 53 60 31 71
sla@4improve.dk

Jon Andersen
Independent Contractor
+45 60 50 60 38
ja@4improve.dk

Bo Wang
Independent Contractor
+45 51 51 76 68
bwa@4improve.dk