WORKLOAD MANAGEMENT IMPLEMENTATION

THE CHALLENGE

B&S Group, a global distribution company handling 40,000+ products from 90+ countries, faced a critical operational challenge at their Dordrecht facility. The internal service level stood at just 71% (against a target of 95%), with nearly one-third of all orders delivered late to customers. The situation was further complicated by:

• Warehouse occupancy projected to reach 89% by 2025 (>80% causes inefficiencies)

• 24% of orders exceeding the 120-day maximum lead time target

• Highly variable demand patterns, especially during cruise/summer seasons

• Inefficient order release processes and poor capacity coordination

• Unreliable demand forecasting from clients

This performance gap threatened customer relationships, increased storage costs, and created unpredictable workloads across the operation.

THE APPROACH

As a consultant, I developed and implemented "The King's Success Triangle" - a comprehensive framework addressing operational challenges across three critical dimensions:

1. Physical Implementation:

• Introduced a CONWIP (Constant Work-In-Progress) system to control order flow

• Implemented Capacity Requirements Planning (CRP) for resource management

• Restructured supplier agreements to create flexible "call-off contracts"

• Optimized product placement using ABC analysis and grip/bulk methodology

• Enhanced ERP and reporting systems integration (Cognos)

2. Social Implementation:

• Established monthly customer meetings to improve forecast reliability

• Created cross-functional planning teams between operations, sales, and purchasing

• Developed detailed RASCI matrices to clarify roles and responsibilities

• Implemented an internal marketing campaign highlighting benefits for all stakeholders

3. Mental Implementation:

• Applied Kotter's 8-step change model to drive organizational transformation

• Utilized the Kübler-Ross framework to manage resistance to change

• Created a comprehensive stakeholder engagement strategy

• Facilitated iterative feedback sessions to refine implementation

The entire process was supported by empirical analysis, a detailed Gantt chart, and continuous stakeholder involvement over a 20-week implementation period.

THE RESULTS

Quantitative Improvements:

• Internal service level increased from 71% to 90%

• Order lead times reduced by 50% for problematic orders

• Projected ROI of €199,600 by end of 2025

• Annual financing cost reduction of €393,490

• External storage costs reduced by 5% (€5,650 annually)

• Warehouse occupancy optimized, preventing overload situations

Qualitative Improvements:

• Significantly improved cross-departmental collaboration

• Enhanced customer communication and reliability

• Greater employee engagement and process ownership

• Improved capacity to handle seasonal demand fluctuations

• Sustainable framework for continuous improvement through new KPIs

KEY INSIGHTS

The success of this transformation demonstrated that even complex supply chain challenges can be overcome when addressing them from multiple angles simultaneously. The "King's Success Triangle" proved particularly effective because it:

1. Balanced operational efficiency with human factors

2. Created a self-reinforcing cycle of improvement across departments

3. Established both immediate fixes and long-term sustainable solutions

4. Gained stakeholder buy-in through continuous engagement and transparent results

By integrating systems, contracts, and people-focused initiatives, B&S Group not only improved their immediate performance metrics but built a foundation for sustained operational excellence.

This case exemplifies my approach to consulting: implementing data-driven solutions that harmonize technical improvements with organizational culture and stakeholder needs to deliver measurable business impact.