AMETEK LAND INSTRUMENTS - SHEFFIELD
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.
BRITISH NUCLEAR FUELS LIMITED - SELLAFIELD
How the Delos Partnership helped BNFL implement Integrated Enterprise Leadership across a site of 6 businesses and around14,000 employees which helped enormously in joining up the businesses
to achieve their challenging targets.
BESTOBELL LIMITED - PART OF THE FLOW GROUP
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. Profits doubled last year! See the Local paper for details:
http://www.thestar.co.uk/business/Firm39s-doubled-profits-defy-economic.4704626.jp
MESSIER DOWTY INTERNATIONAL
Messier Dowty International - part of the Safran Group - wanted to join up six global sites into one global planning process, that gave 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.
DEFENCE SERVICES GROUP - ABRO
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, started down the journey of implementing Integrated Enterprise Leadership, They saved £ 5 million in cash, £ 2 million in avoidable costs, increased visibility, controlled their order book, and brought about a culture change.
BOEHRINGER INGELHEIM - RHEIMS.
Part of the Global Pharmaceutical Group, the manufacturing site decided to implement the Delos Partnership's Business Excellence pursuing the Platinum Award level. They improved Productivity, increased customer service and reduced inventory, through the implementation of a site-wide Integrated Enterprise Leadership
programme.