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Supply Chain

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In a worldwide market, it is essential to stand out from the competition: customer service is more important than cost and quality for the clients.

The projects

Chain performance measurement
Customized logistics network
Activity Based Costing
Joint planning expectations
Strategic Sourcing
Purchasing practices
Integrated technology
Chain performance measurement

Setting up performance indicators covering the entire supply chain. Measuring order fulfillment & satisfaction and customer profitability between partners.

Customized logistics network

Implementing a logistics network to meet a specific segment of customers, needs, or geographic regions. Segmenting customers and analyzing individual profitability, adapting a strategy to balance service and profitability.

Activity Based Costing

Accurate mapping of the logistics operations process. Identifying cost drivers and resources. Business modeling and model tagging. Developing decision models to perform costing and trend analysis.

Joint planning expectations

Integrating the planning process across the supply chain. Sharing sales and forecast information through activities such as Vendor Managed Inventory. Challenging traditional manufacturing and processing locations to reduce sensitivity to demand variation. Deferring the ultimate transformation point in the supply chain.

Strategic Sourcing

Conducting a make or buy analysis of non-core activities. Developing partnerships with key suppliers. Supply models, analysis of purchasing policies, algorithms, forecasting methods and demand.

Purchasing practices

Analyzing demand and supplier practices to reduce product handling. Implementing drop-shipment practices and re-evaluating order quantities. Implementing total cost practices to integrate warehousing costs in high volume contracts. Setting up a supplier performance management program.

Integrated technology

Acknowledging that the information needed to improve the supply chain resides outside the company. Facilitating data exchange through electronic commerce.

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Frequently asked questions

How can I reduce my inventory level without impacting my service rate?
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  1. The first step before optimizing storage is to check the stock rotation. You don't want to stock items that don't sell.
  2. Calculating the economic order quantity along with an S&OP approach will then ensure that the variable customer demand is best met without buying products that will gather dust on the shelves. An ABC analysis will allow prioritizing each SKU, the items that sell the least can be managed in "min-max".
  3. The safety stock will have the mission to protect the service rate against any unplanned delays so that the customer is not impacted.
How to define the supply with my new project (new plant, production line, product, etc) ?
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When implementing a new project impacting the supply chain such as a new factory, manufacturing line or new product introduction for example. It is important to consider the impact of these projects on the supply chain as a whole. Indeed, by having this proactive approach, it will be possible to prevent a common mistake which is to consider the supply chain as a static component of logistics.

The review of the logistics network, from the first input of the supply chain to the commercialization of the finished product, will give a dynamic vision of the whole including risks, solutions, impacts and opportunities for improvement to the decision makers.

How can you evaluate my suppliers?
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A powerful tool is the supplier scorecard that allows you to evaluate the quality, cost, delivery and responsiveness of your suppliers. This provides increased visibility on the performance of your suppliers.

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