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Healthcare giant overcomes merger in 2015Consumer Products

The image of a company is very important. Would you want to work with a consultation company whose office was in shambles? We judge things often by their appearance, especially when seeing something for the first time. If you are an excellent company with a bad image or appearance then you may have loyal clients but new clients will be hard to get.

What does work, however, is the ability to present the company as being professional and experienced. When we walk into an office that is neatly arranged and greatly designed we immediately begin to think positively about the company.

The challenge is to bring a company whose web presence is boring up to date. The challenge is to ensure that when a client visits your website they feel positive about your company. The challenge is that most customers will judge you based on appearance alone, and if your website looks unprofessional or poorly made then they will think your company as a whole is unprofessional. Each and every part of the organization matters when winning over a new client:

  • Improve sales and operations and production planning:

    The teams focused their efforts on a few of the highest-value S&OP levers in order to review the current planning process, identify gaps in the planning infrastructure and analytically understand demand and supply variability.

  • Determine the right inventory level:

    With hundreds of medications in the market, Pharm Ltd. needed a proper method to predict and manage their inventory. Using a mean absolute percentage analysis (MAPE), the teams defined appropriate levels for raw materials and finished products by mapping actual versus forecasted sales on the most important SKUs.

  • Optimize the supply chain for perfect order planning:

    The diagnostic determined the stressors that affected sales and service levels. The teams focused on resolving issues related to higher-than-normal back-orders and lead times, which stressed the entire supply chain and led to delays in medications reaching consumers.

The challenge is to bring a company whose web presence is boring up to date. The challenge is to ensure that when a client visits your website they feel positive about your company. The challenge is that most customers will judge you based on appearance alone, and if your website looks unprofessional or poorly made then they will think your company as a whole is unprofessional. Each and every part of the organization matters when winning over a new client:

  • Improve sales and operations and production planning:

    The teams focused their efforts on a few of the highest-value S&OP levers in order to review the current planning process, identify gaps in the planning infrastructure and analytically understand demand and supply variability.

  • Determine the right inventory level:

    With hundreds of medications in the market, Pharm Ltd. needed a proper method to predict and manage their inventory. Using a mean absolute percentage analysis (MAPE), the teams defined appropriate levels for raw materials and finished products by mapping actual versus forecasted sales on the most important SKUs.

  • Optimize the supply chain for perfect order planning:

    The diagnostic determined the stressors that affected sales and service levels. The teams focused on resolving issues related to higher-than-normal back-orders and lead times, which stressed the entire supply chain and led to delays in medications reaching consumers.

The challenge is to bring a company whose web presence is boring up to date. The challenge is to ensure that when a client visits your website they feel positive about your company. The challenge is that most customers will judge you based on appearance alone, and if your website looks unprofessional or poorly made then they will think your company as a whole is unprofessional. Each and every part of the organization matters when winning over a new client:

  • Improve sales and operations and production planning:

    The teams focused their efforts on a few of the highest-value S&OP levers in order to review the current planning process, identify gaps in the planning infrastructure and analytically understand demand and supply variability.

  • Determine the right inventory level:

    With hundreds of medications in the market, Pharm Ltd. needed a proper method to predict and manage their inventory. Using a mean absolute percentage analysis (MAPE), the teams defined appropriate levels for raw materials and finished products by mapping actual versus forecasted sales on the most important SKUs.

  • Optimize the supply chain for perfect order planning:

    The diagnostic determined the stressors that affected sales and service levels. The teams focused on resolving issues related to higher-than-normal back-orders and lead times, which stressed the entire supply chain and led to delays in medications reaching consumers.

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Книга Михаила Молоканова «Управленческий спецназ. Мини-энциклопедия» — это настоящий ПОДАРОК толковому управленцу, редкий по глубине и практической значимости.
Михаил тонко понимает свою целевую аудиторию и выбирает для изложения максимально практичный формат, чтобы руководитель смог быстро найти ответ на интересующий вопрос, причем, при желании, углубиться в тему не только до уровня технологий действия, но и до разбора живых кейсов из практики.
Книга Михаила не для каждого — в неё встроен своеобразный лингвистический фильтр. Слог и смысловая насыщенность большинства разделов таковы, что «Управленческий спецназ» точно не понравится любителям книжного попкорна. Зато внимательный и вдумчивый читатель заметит, что пользу книги сложно переоценить: каждая правильно усвоенная глава способна спровоцировать на переосмысление уже имеющегося управленческого опыта и выход на качественно новый уровень управленческого мышления и результатов.
Отдельного внимания и восторга заслуживает СкорДис-подход Молоканова, описанный в книге. Михаил буквально сделал невозможное: нашел соответствие, схематизировал, систематизировал громадное количество известных лидерских и управленческих моделей. Поистине уникальный подход дает возможность читателю по-новому раскрыть для себя даже самые привычные алгоритмы, классификации, практики, не говоря уже о сложных высокоуровневых моделях.
Михаил Молоканов — блестящий консультант, искусный консильери, остроумнейший управленец, щедрый наставник и просто интереснейший человек. Пишу эти слова одновременно с трепетом и благодарностью, так как знаю Михаила вот уже семь лет и с удовольствием убеждаюсь в каждом из приведенных утверждений лично. Горячо рекомендую к внимательному изучению книгу Михаила. Особенно тем, кто УПРАВЛЯЕТ и ищет способы делать это еще более ловко и умело.

Николай Гуменюк
Руководитель корпоративного университета ГК МИЦ

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