How the Land Instruments Division implemented Sales and Operations planning through their company, which helped them dramatically improve customer service, profitability and cash flow, and ride through the recession. They went from developing a vision and a strategy, through making SAP work, getting forecasts in to create a flexible response to keep their customers satisfied, and using this as a process to help the business expand and grow.
How the Delos Partnership helped BNFL implement Integrated Business Leadership across a site of 6 businesses and around 14,000 employees which helped enormously in joining up the businesses to achieve their challenging targets.
How Delos helped Bestobell to go from being Cash Negative to being Cash Positive and survive. They are now part of a group - Flow Group - which is highly profitable, and have been sold to another organisation.
Messier Dowty International - part of the Safran Group - wanted to join up six global sites into one global planning process to give a consolidated financial picture updated monthly. The Delos Partnership helped them implement Global Integrated Enterprise Leadership, based on the Delos Assessment and implementation process. They reduced lead times, improved customer service, and managed to increase productivity. They now have a five year horizon rolling forecast, which enables them to manage the enormous growth in the Aerospace and Defence business in an integrated way across all sites.
ABRO had implemented their ERP system - TABS. However they had not realised the expected benefits. Through a tailored in-house education programme they implemented key process improvements and started down the journey of implementing Integrated Enterprise Leadership. They saved GBP 5 million in cash, GBP 2 million in avoidable costs, increased visibility, controlled their order book, and brought about a massive culture change.
Part of the Global Pharmaceutical Group, the manufacturing site decided to implement the Delos Partnership's Business Excellence programme, pursuing the Platinum Award level. They improved productivity, increased customer service and reduced inventory, through the implementation of a site-wide Integrated Business Leadership process
Pegler Yorkshire are part of the European Aalbert's industries group. They are well known and respected as one of the leading manufacturers of advanced plumbing, heating and engineering products in the world. In 2010 they asked Delos Partnership Limited to help them implement a global Integrated Business Leadership process, across their sites in Doncaster, Leeds, Budapest and Jiangment in China. They also wanted a detailed review of their planning systems and processes, so that they could start operating effectively in anticipation of getting a new ERP system. They have improved customer service and saved GBP 5 million in inventory already.
A major international FMCG company asked Delos to carry out an assessment of their Russian Business Unit, who were suffering from fluctuating demand in a highly promoted market. The resultant project convinced the European President to roll out a programme of educaction across fifteen countries in East and West Europe and South Africa, which resulted in a common process across all of these countries. It covered improvement of both the long-term and short-term planning processes. In support of this programme Delos has used its assessment [found to be one of the most comprehensive of its type] to identify progress. One country has achieved the highest award - Platinum. Awards are all very well. Business benefits have been reduction in inventory, improvements in customer service and better control of demand. One country documented that they saved a 100 hours per month of management time as well.