Logistic & Supply Management

Increasing international competitiveness within the industry is resulting in a drive for efficiency. This affects the power generation and distribution industries as well as suppliers of equipment and installations, be they traditional or new facilities for renewable and sustainable energy, e.g. wind generation manufacturers. E-I Consulting Group can improve your efficiency and has extensive experience in implementing operational excellence concepts like Lean and 6 Sigma. E-I Consulting Group can also, in the case of new production sites, design efficient layouts and manufacturing and logistics processes. Last but not least, we can apply a set of industry benchmarks to your overhead organization and identify the potential for cost savings. E-I Consulting Group will not stop here; we can support the implementation as well. We can also realize reductions by defining a procurement strategy and by supporting your procurement organization in (re-)negotiating with suppliers. E-I Consulting Group can support you as an individual company, but also has extensive experience in planning for and realizing post merger synergies.---------------------------------------------------------------------------------

“We needed to meet the efficiency levels of the competition, or even better, beat them. In order to meet that objective, we engaged Berenschot to facilitate improvements in our indirect cost levels. By being able to compare ourselves with the industry and through the way in which our own people were involved, we ensured that the project was very successful”.

— Gerard Vesseur RA, Director of Finance, Joulz (fully owned Eneco subsidiary),

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Showcase

JOULZ, AN ENECO COMPANY: Privatised infra services company strives

for competitive cost levels

The company had to control and substantially reduce indirect costs. The Management Board’s goal was to reduce indirect costs by 20%. Berenschot started with an industry benchmark to identify approximate potential savings. The results were related to the company’s strategic direction and choice of profitable product-market combinations. Working from this benchmark, the organization decided on the required service levels for its indirect staff and the projected expense levels for future years. This way a balance was struck between cost and added value within the company. Following this, the organizational design of the indirect service departments was developed. Finally, Berenschot delivered a full report including implementation recommendations to the client. The general approach starts by scoping out the processes and setting a reduction target. Next a diagnosis and benchmark is executed, as well as an overhead analysis. Based on this the potential improvement is established and a new organization design developed. To ensure that work on the realization of improvements could be initiated, implementation planning was included in the final report.