Direct Store Delivery Optimization

The client was a provider of consumer food products, mainly via a regional DSD system, but also shipped products via customer equipment and used distributors. The client desired to develop a recommendation for how to leverage the DSD system to maximize competitive advantage in the marketplace, while operating at a lower cost structure. Our job was to assess the total DSD system, from plant to store, against best practices. We were asked to identify short and long term improvement areas for revenue and cost savings, quantify those savings, and develop a path to capturing the opportunity.

ILLUMINATE

Extensive fieldwork was done inclusive of sales route delivery ride-a-longs, employee interviews, and plant/distribution center observations. Processes were observed to compare to best practices. Extensive data analysis was conducted to identify system costs, and to quantify potential impacts of changes to labor, fleet, fuel and facilities. In-store impact was considered and revenue generating opportunities were identified.

NAVIGATE

We take projections seriously and invested time with the client in reviewing data, assumptions and potential impacts. Historical approaches and decisions were considered, and a solid understanding of the client’s culture and resource capabilities shaped recommendations. Gross margin improvements were finalized based on a realistic perspective of implementation across a 12-month time frame. Finally, we created a refreshed view of the value of the entire system and the role the system played in sustaining competitive advantage for the client’s brands.

ACTIVATE

We identified 14 opportunities across 4 improvement areas. The opportunities were prioritized based on potential financial impact, complexity, and time to financial realization. The assessment and recommendation were delivered with specific path forward steps for each of the opportunities. 

Results

Short-term margin improvements produced a project ROI of 4:1, while long-term projections created a 12:1 payback.

Supply Chain Optimization

The assignment was to analyze the value chain, identify cost savings potentials, and recommend the optimal distribution network for the future.

Leadership Excellence

The client had recently introduced a new leadership model, however, there was no deliberate plan to help leaders move from where they were to the desired behaviors.

Sales & Distribution Strategy

The assignment was to develop strategic improvements to the sales and distribution model, quanitfy risks, and gauge the implementation effort required to realize the benefits.

Channel Strategy

Our job was to develop a blueprint for growth, providing the client direction on the role of the channel, the potential for business impact, and the requirements to achieve growth.

Selling Effectiveness

The client wanted BrightOrg Services to develop a detailed perspective on the barriers to growth and a recommendation for how to improve.

Growth Strategy Activation

The client asked BrightOrg Services to design and lead a process that would deliver a strategic growth plan based on the company’s existing business realities and desired culture.