Supply Chain Controlling
Our consulting services regarding supply chain controlling include traditional approaches such as working capital management or the development of specific supply chain performance cockpits, while also including new and innovative concepts such as an integrated flow-centric controlling approach.
Traditional and innovative
The introduction of flow-centric controlling involves the development of a specific controlling approach for companies with a lean management philosophy. In comparison to classical “cost-centric” methods, lean controlling focuses on value-added processes and thus takes a “flow-centric” approach.
While the lean management philosophy has already been established in many companies in the manufacturing and process industries, finance and controlling departments still use standard cost calculation methods from the 1920s. Obsolete structures and systems have to adapted to changing conditions and reflect new challenges to control production.
The flow-centric controlling approach developed by CAMELOT allows for the integrated
management of a company based on the linking of its operational level with the dimension of its capacity and finances. Prerequisite for this is not only a more precise cost allocation, but also a dynamic adjustment of the planning parameters applied within controlling.
First, the value streams of a product, product group or service within a company are identified. These value streams help to optimize the product mix, customer mix and internal structures. This enables companies to make the right decisions on the basis of the relevant information.
Flow-centric controlling increases transparency while simultaneously reducing complexity, and is based on the following premises:
- Costs are optimized from the point of view of customer benefit
- More efficient and robust processes with a higher degree of automation
- Use of information that is actually relevant to management
This is supported by the integrated management of the value chain.
- Identification and use of automation potentials in standard processes.
- Breaking down of silo structures and orientation toward end-to-end value chains.
- Optimization of the product mix and company profitability as a whole.
- Controlling as a lean management partner within the company.
- Minimization of inventories through consistent demand orientation.
Supply Chain Performance Cockpit
Supply chains are becoming ever more global and networked. This makes it all the more important to recognize and analyze external and internal factors that can disrupt the reliability and robustness of supply chains, and to take appropriate countermeasures. With an integrated supply chain performance cockpit, you increase the transparency of your internal and external supply chain processes and thus ensure better control of the supply chain and early identification of risks.
We analyze the structure and strategy of your supply chain in order to meet the specific requirements of your company with an individual indicator selection and classification. This integrated approach includes a coordinated selection and linking of indicators across all relevant departments and functions. The definition of an individual reporting system and target-oriented dashboards enables efficient control of your supply chain strategy.
- Transparency and visibility of internal and external supply chain processes.
- Improved supply chain management to optimize inventory, budget and working capital management.
- Integrated, cross-functional process approach to improving supply chain performance.
- Early detection of supply chain risks & derivation of countermeasures.
- Active management of supply chain costs for products and customers and implementation of potential improvements.
- Minimization of supply chain risks (e.g. supplier and customer dependency).
- Improved customer satisfaction and optimized supplier relationships.
Working Capital Management
Even in the current low-interest environment, systematic working capital management (WCM) has not lost its justification. On the one hand, the fundamental availability of debt capital plays a greater role for many companies than it did some time ago; on the other hand, the effects of working capital management not only reduce the burden of interest payments, but also increase the scope for entrepreneurial decisions. In practice, however, it is often the case that only partial aspects of the topics of inventories, receivables and liabilities are considered, and a systematic working capital optimization regime is dispensed with over time.
Our approach to integrated working capital management doesn’t only include the integration of the aspects of advanced inventory management and the management of receivables and liabilities as components of a comprehensive working capital management; it also takes into account the development of an operational, tactical and strategic reporting system to manage working capital beyond the duration of a project initiative.
- Optimization of available financial data.
- Improved liquidity and profitability.
- Increased process efficiency.
- Sustainable results of the project initiative through implementation of continuous tracking and control concepts.
- Channeling of emerging conflicts between functional areas through making precise guidelines and defining instances of escalation.