Changing the logistics model can transform the prospects for an organisation. Take, for example, toy maker Lego. Over the past few years has been transforming its business centred on the supply chain.
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Brian Bolam, director of ELUPEG, called for companies to open up more to collaboration, not just with suppliers, and service providers, but with direct competitors.
Asda expects to cut between five and ten per cent from its fleet costs
Fresh Direct, the fresh produce supplier, expects to save £300,000 as a result of using Isotrak’s CANbus engine management interface to monitor and improve driving styles
Alstons Cabinets, a manufacturer and assembler of high quality cabinets, has signed a contract with Ceva Logistics to manage all direct home deliveries and will make 300 deliveries per week throughout the UK and Ireland.
Food retailer Iceland has signed a five-year contract worth £500 million with DHL Supply Chain to manage the UK warehousing and distribution of all goods, extending its existing relationship.
There are just three days to Scala’s annual logistics debate, which this year asks: “Is now the time to invest in your supply chain? Or are we just cost cutting?”
Manufacturers need to be tactical in their approach to supply chain management to survive the downturn, according to consultants Deloitte.
B&Q is adding 60 double-decker lorries to its distribution fleet in a move that will save 4,800 miles and 4.6 tonnes of carbon dioxide emissions a day.
Some 43 per cent of global companies have permanently altered their operating model in response to the events of the past 18 months, according to a study of executives at 570 leading global companies from Ernst & Young.
