Judges were impressed by the way Carlsberg and Gist seamlessly integrated the supply chain. Carlsberg’s business sees considerable fluctuations, and shadow shifts of Gist staff have been up-skilled to be able to replace and supplement Carlsberg employees throughout the operation, including on packaging lines and other operations.
For Procter & Gamble, supply chain is seen as a strategic asset and customer collaborationis used to create customer intimacy. Supply chain segmentation in conjunction with complexity reduction is used to drive service level and performance.
BSkyB has gone through huge organisational change to be cross-functional on a geographical basis with the structure aligned around strategy, tactics and execution. Supply chain engineers are recognised as the “face” of Sky, and there has been a big investment in systems, communications and training to ensure they can provide the best possible customer experience on every house visit.
However, it was Belron, the emergency windscreen service, that impressed the judges most. Belron implemented a strategic supply chain review, Project Vista, to optimise the end-to-end supply chain.
Over a period of 18 months, the Belron central supply chain team, together with local supply chain teams, brought two very different supply chains in the US and Canada into a new, optimal, cross-border North American supply chain. This approach has now become a model for Europe.
The level of teamwork spanning two continents was exemplary and enabled Belron to take more than 20 million euros of costs out of the business and increase the customer service level from 81 per cent to over 90 per cent at the same time.