Supply Chain Management
Supply Chain is how companies get their products or their services to their customers, whether customers are other companies or end consumers. Our Supply Chain team has 4 sub-teams, all aiming to make clients’ supply chains more efficient and responsive while reducing bottom-line costs and enhancing overall business performance.
- Operational Excellence uses Lean diagnostics and tools to achieve operational improvements that can be financial, operational, or cultural (often all of these) – in any part of the supply chain from manufacturing in a factory to the back office of a government department
- Procurement Transformation. helps organisations buy goods and services wisely and cost effectively, for example sourcing, order management, purchase-to-pay or compliance.
- Logistics and Fulfilment supports physical distribution (“trucks and sheds”!) and advises on network optimisation, transport planning, warehouse design and warehouse management systems
- Retail is a dedicated sector team reflecting the unique characteristics of retail supply chains.
Supply Chain has a number of key propositions and tools that give it a distinct identity within Capgemini.
- Operational Excellence Team has the BeLean® diagnostic and toolset at the heart of its offering, which has been successfully used to save £m at clients like Kellogg’s and DWP. BeLean® is always about results.
- Procurement Transformation is the largest global supply chain offer and we deliver solutions of a strategic, operational or outsourcing nature. Our outsourcing colleagues manage an amazing spend of $7bn on behalf of our clients.
- Logistics and Fulfilment. Our offers range from strategic, where we built a ‘Transport Control Tower’ for one of the largest global energy companies to tactical, where we have been ‘on the ground’ at depots across Europe, driving incremental savings.
- Retail. Capgemini is recognised as a leading player in Retail Consulting, having worked for 26 of the top 30 retailers worldwide, with projects spanning most domains of retail competency from buying and merchandising, supply chain, logistics, multi-channel retail and store operations.
A CDCer coming into Supply Chain could find themselves working in any area of the Supply Chain. They can join a large Lean transformation team, where they might support the project office or find themselves interviewing a shop-floor worker to write ‘play-books’ (how a role/area/function should work) or get involved in visiting client sites to help train and roll-out new processes. They can find themselves in Procurement with a vast amount of data to work through to deliver a spend analysis, or facilitating workshops on the importance of compliance to procurement rules. Or they can find themselves in retail stores, testing new ways of working and reporting back on KPI’s such as ‘footfall’ or ‘basket’ to show how well a new merchandising strategy is progressing.
