Since 2005 we have helped hundreds of clients in dozens of industries. It has been a rich and exhilarating adventure and a unique way to understand how supply chains work in different markets, how they operate day to day, why they are often efficient but not effective, and what levers exist to balance trade-offs between fulfilment, financial and environmental objectives. We've designed, optimised, accelerated, strengthened, and reorganised the supply chains of thousands of different products. And we have realised over the years how loosely connected the supply chain operations are with financial reporting. In most cases, it takes too long for most companies to get proper reliable and actionable figures to support decision making. Most companies struggle to project themselves in the future with confidence and agility. That's where we help.
Most companies actually struggle to project themselves in the future with confidence and agility. That's where we help.
We consider supply chains as systems with hundreds of interdependent activities. We also see supply chain as being the enabler for revenue and the generator of most costs, thus being one of the main levers for profitability. We interact with Sales to understand the impact of specific changes on the customers, we interact with Marketing to review product portfolio, we talk to Finance to understand activity based costing and to review investment capabilities, we align with Planning to understand demand/supply cycles and assumptions, we exchange with production supervisors to get a fine understanding of the reality of operations. We see supply chain as being the backbone of the company, thus linking to all key functions to get a better, finer and broader picture of what can and can't be done. We focus on identifying and solving the systemic root causes - not just the symptoms.
The complexity of a supply chain depends on 3 main factors: Number of customer delivery points, number of products in the portfolio, number of facilities required to source, make and distribute goods. The challenge resides in aggregating and simplifying the information to make it manageable by humans. We believe that aggregation is dangerous for supply chains. You can't manage aggregated inventory as each SKU will have its own behaviour. You can't have an accurate costing if you assume your customers are at different locations. You can't optimise your network if you don't consider each facility independently from others. Thanks to advanced analytics, data science and modelling, CEL transforms millions of transactions into a very broad yet granular understanding of the entire business. It provides the profitability of each customer, product, and location at any point of time... including in the future. Backed-up by solid science and methodology, cleaned up data and agreed assumptions, we shape the possible futures with our clients. We use transactional data as raw material for decision making.
CEL has developed an industry leading project management practice that allows clients to engage from day one in considering better ways of managing their supply chain. Respectfully challenging, we propose different perspectives that can either lead to quick and easy wins or to more structural changes. The appetite for change makes organisations more or less open to innovation and we understand that there are strategic forces that come into play beyond supply chain operations. We integrate these external influences into our recommendations to stay relevant to the particular context of our clients.
While most firms would look at optimising supply chains in the sense of finding the very best configuration for a given point in time, we chose to focus on simulation instead. Simulation provides a much more realistic outcome as it helps to test different configurations, different scenarios and different futures, and compare them. Trade-offs become much easier to address when you have a full picture of what the levers to performance are. Thanks to simulation you can practically compare: Investing in new capacity vs. outsourcing, centralised vs. decentralized model, lower inventory vs. higher service level, faster vs. lower cost deliveries, expanding into the market vs. consolidating current customers and so on Ultimately, we combine different scenarios into a final bulletproof, future-ready supply chain model. Also, simulation allows stress testing of the business by easily simulating extreme scenarios and assessing the resilience of your supply chain. It helps to assess the impact of external forces, i.e. channel shift, ordering pattern changes, regulation restrictions, and competitor's influence, among others. This feeds the development of a precise and relevant Business Continuity Plan. Finally, simulation helps to design new supply chains from scratch without the need to have existing data. It's the most effective and precise way to perform investment business cases, determine capacity required, define volumes and conditions to support bidding processes (e.g. 3PL selection), etc.
DOMAINS OF EXPERTISE
Supply Chain Management
Sales & Operations Planning
Emerging Market Dynamics
Business Data Analytics
Research & Studies