01Trigger
New specialist components did not fit existing logistics processes.
Their weight, regulatory requirements and international shipping requirements called for new warehouse space, safe handling and adapted system processes.
Hospital logistics
01/ 3Next use case ↗
USE CASE · Operational Excellence
Integrate an international warehousing and distribution model into regular operations
How new warehousing, ERP, shipping and partner processes for heavy, regulated specialist components were established and transitioned into day-to-day operations.
PROJECT AT A GLANCE
What this engagement was about.
02Our assignment
Bring a compliant end-to-end model into operation.
Connect material master data, warehousing, packaging and shipping processes, and the external partnership to create a reliable supply chain.
03PEC in the project
Integrate systems, processes and the logistics partner.
PEC coordinated the project, IT, tendering and partner onboarding through to the stable transition of global supply operations into regular operations.
01 · RESULTS
Project impact at a glance.
02 · STARTING POINT
Connect the starting point to a clear target state.
The existing warehousing and shipping structure was not designed to meet the requirements of heavy, regulated specialist components. New material master data, safe handling processes, suitable warehouse space and international shipping routes had to be established under time pressure.
Target state
- establish a compliant warehousing and handling process
- integrate material and order data into existing system processes
- select and operationally onboard an external logistics partner
- transition the global spare-parts supply operation into regular operations
03 · APPROACH
From a shared understanding to robust implementation.
- 01
Clarify requirements
Systematically capture product characteristics and warehousing, packaging, measurement and shipping requirements.
- 02
Connect processes and IT
Coordinate material master data, ordering processes and handovers across existing systems.
- 03
Integrate the partner
Manage the tender, contract coordination, site requirements and inventory transfer.
- 04
Stabilise regular operations
Embed roles, responsibilities, schedule management and continuous improvement in day-to-day operations.
04 · TRANSFERABILITY
When this project pattern becomes relevant.
when acquisitions introduce new operational requirements into existing processes
when products require special warehousing, handling or shipping conditions
when internal systems and external partners must be connected in an end-to-end process
when supply reliability and operational accountability need to be stabilised at the same time