#17 Manage urban logistic constraints
#18 Build my environmental roadmap
#19 Make my GHG reporting reliable
#20 Increase the value of my actions’ environmental impact
#21 Commit into a program of emissions reduction
They trust us
After several years of strong growth, our logistics organization and sales administration were no longer fully adapted to our customers' expectations. We therefore conducted a complete review of the Order-to-Cash process. This allowed us to identify the target organisation, which helped us to motivate our teams and become more agile.
Brigitte Petit - CEO - Beko France
We have launched a call for tenders regarding our mass retailing flows, with two objectives in mind. First, we wanted to strengthen our customer service through a specific transport plan to respond more efficiently to their needs. Secondly, we wanted to change our pricing model in order to improve our transport offer for our customers. It was a success, both in terms of monitoring and commercial offer.
Ivan Richard - Transport Manager - L'Oréal France
We have been pooling our transport with three industrial counterparts for several years. This has saved us money and even improved our quality of service. But, above all, pooling has transformed relations with our distributor customers. Alone, we were each a simple supplier. Now they see us as true supply chain partners.
Jérôme Thivend - Head of Supply Chain Retail & Professional - Henkel Beauty Care France
To anticipate the evolution of our budgets as well as possible, we must understand the dynamics of the transport markets of the European countries where we are active. To do this, we have been using transport conjuncture notes every year since 2011. It also allows us to remain attentive to regulatory developments and new innovations.
Jérôme Saillour - Transport Leader - Décathlon
Following a full diagnosis, we have largely rethought our transport organisation. In particular, the review of processes has enabled us to make better use of our tools and to better leverage the know-how of our employees. As a result, operations have become much more fluid.
Alexandre Cavallini - Transport Director - Alliance Healthcare France
To secure our contracts and strengthen our growth, we conducted a complete transport diagnosis on the activity of one of our warehouses in the Paris region. A rigorous inventory has provided us with valuable lessons on our performance, which has enabled us to set up a new transport plan. Finally, the study has greatly enriched our reflection on the digitisation of our transport processes.
Laurent Le Goff - CEO - DHL Supply Chain France
We have recently launched a Group-wide cost reduction initiative. Overall, we have achieved good results, except in the Southwestern part of France. We have therefore sought external support to find savings in the redesign of the regional transport plan. The project identified many potential levers that would significantly reduce our transportation costs.
Mélina Rollin - Head of Logistics - DSC, groupe Saint-Gobin
Define my strategy and transport organisation
Adapt your organisation to contemporary transport constraints and set a course that will allow you to distinguish yourself from your competitors.
Lower my transport costs
Transport is one of the main items of operational costs and so it can weigh heavily on business activities. Luckily, levers of action are numerous.
Master my service quality
Expectations regarding deliveries have substantially evolved in both B2B and B2C. Generate customer loyalty and avoid heavy financial penalties.
Strenghthen my CSR policy
Make transport a key component of your CSR policy and lessen its environmental impact.