Axholmen example cases. Structural changes

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Mikael Karlsson
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1 Axholmen example cases Structural changes

Axholmen example cases-structural changes.pptx Warehouse transformation led to sufficient peak season capacity and estimated 30% cost reduction 1. Background and situation 2.

2 Axholmen example cases-structural changes.pptx Warehouse transformation led to sufficient peak season capacity and estimated 30% cost reduction 1. Background and situation 2. Approach Axholmen was hired by Nordic E-commerce company Goal was to secure peak season capacity and significantly decrease warehouse cost Warehouse efficiency Analysis Initiatives plan Realization Trans klass Count of Artikel Sum of Lagervol m3 A: B: C: Grand Total mottagning & returhantering Dedikerad yta per kund Kund 1 Kund 2 utlastning mottagning & returhantering Multikundsupplägg Lagring i ställage Cross docking utlastning Produktion för liknande flöden Hanteringsflöde 1 Hanteringsflöde 2 Hanteringsflöde 3 utlastning New Production layout with sufficient capacity Processes and flows designed from goods reception to outbound delivery 30% cost reduction estimated (full effect realized 2014) 2

3 Snitt Cost efficiency 55 % % % 9 34 % 3 31 % Incitamentsfritt Kostnad Kundnöjdhet Sälj - Grund Sälj - Flexibelt Effect on Supplier s Net Margin Customer Satisfaction Sales Total effect on Supplier net margin Price Model Commissions Offered price Fixed price 12 % 15 % 8 % 1 SLA Requirements CSI Abandon rate Average speed of answer Maximum waiting time Re-dialing customers 1 Variable price per minute Fixed price Axholmen example cases-structural changes.pptx Call center outsourcing led to supplier commitment of 22% cost reduction over 2Y and improved sales performance 1. Background & situation 2. Approach Axholmen was hired by global operator with a complex call center operation in Sweden: 34 skills/functions, including sales operators at 5 sites 3 internal and 2 external Annual cost appr. 420 MSEK The assignment was to unlock cost efficiency potential through outsourcing, while securing sales performance Procurement process: Procurement Preparation Scope and responsibility definition RFx Preparation Commercial model Service levels definition RFQ Response Evaluation Price component design Negotiation Negotiation Evaluation Contract Award Contract Finalization Key success factor: Full scope, responsibility, service level and price model definition prior to RFQ send-out 3% Incentives 6% Supplier cost base analysis 12% 21%* Commercial Model Commercial model Total price per month Number of minutes Price per minute Supplier s cost base Price model Number of minutes per month 8% upfront savings Supplier commitments of 22% savings over 2 years and improved sales performance Optimized and simplified commercial model Buy-in from all stakeholders, including operations, business areas and management 3

New sales channel led to 40% sales cost reduction without negative impact on revenue Axholmen example cases-structural changes.pptx 1. Background and situation 2.

4 New sales channel led to 40% sales cost reduction without negative impact on revenue Axholmen example cases-structural changes.pptx 1. Background and situation 2. Approach Axholmen was engaged by Nordic media group Assignment was to evaluate a new sales channel through a pilot of different offerings and customer segments Customer analysis Sales planning Order registration Immediate full scale implementation of new sales channel, based on evaluation Kundnr. Kundnamn Boknummer Boknamn Cykelhörnan 19A Enköping Enköping Valhalla Trädgård 18G Västerås Praktikertjänst Bengt 19ENordin Nordin Östhammar c/o Ulf & c/o Ulf & Bengt Thelanderssons Bygg & Måleri 19B Norrtälje Villabrunnar Jansson 19B Norrtälje Villabrunnar Jansson 19E Östhammar Kyltjänst Uno Mattsson 19B Norrtälje Hallstaviks Bil Plåt & Lack 19B Norrtälje Nyströms Cementvarufabrik 19B Norrtälje Ragges Gummiservice 19B Norrtälje Edsbro Elektriska HB 19B Norrtälje Sten Lindgrens Radio & TV /Euronics 19B Norrtälje Anders Golv & Kakel 19B Norrtälje Norrtälje Glasmästeri 19B Norrtälje Strömbergs Revisionsbyrå 19B Norrtälje Kundnr. Kundnamn Boknummer Boknamn Cykelhörnan 19A Enköping Enköping Valhalla Trädgård 18G Västerås Praktikertjänst Bengt 19ENordin Nordin Östhammar c/o Ulf & c/o Ulf & Bengt Thelanderssons Bygg & Måleri 19B Norrtälje Villabrunnar Jansson 19B Norrtälje Villabrunnar Jansson 19E Östhammar Kyltjänst Uno Mattsson 19B Norrtälje Hallstaviks Bil Plåt & Lack 19B Norrtälje Nyströms Cementvarufabrik 19B Norrtälje Ragges Gummiservice 19B Norrtälje Edsbro Elektriska HB 19B Norrtälje Sten Lindgrens Radio & TV /Euronics 19B Norrtälje Anders Golv & Kakel 19B Norrtälje Norrtälje Glasmästeri 19B Norrtälje Strömbergs Revisionsbyrå 19B Norrtälje Kundnr. Kundnamn Boknummer Boknamn Cykelhörnan 19A Enköping Enköping Valhalla Trädgård 18G Västerås Praktikertjänst Bengt 19ENordin Nordin Östhammar c/o Ulf & c/o Ulf & Bengt Thelanderssons Bygg & Måleri 19B Norrtälje Villabrunnar Jansson 19B Norrtälje Villabrunnar Jansson 19E Östhammar Kyltjänst Uno Mattsson 19B Norrtälje Hallstaviks Bil Plåt & Lack 19B Norrtälje Nyströms Cementvarufabrik 19B Norrtälje Ragges Gummiservice 19B Norrtälje Edsbro Elektriska HB 19B Norrtälje Sten Lindgrens Radio & TV /Euronics 19B Norrtälje Anders Golv & Kakel 19B Norrtälje Norrtälje Glasmästeri 19B Norrtälje Strömbergs Revisionsbyrå 19B Norrtälje 40% lower sales cost budgeted for upcoming year, due to new sales channel (without negative impact on revenue) 4

Structural turnaround led to 50% IT cost reductions identified and signed-off Axholmen example cases-structural changes.pptx 1. Background and situation 2.

strategy and operational plan to reduce opex by 50% within IT 1. Foundation: Frame business value disciplines and strategic position of business capabilities 2.

5 Structural turnaround led to 50% IT cost reductions identified and signed-off Axholmen example cases-structural changes.pptx 1. Background and situation 2. Approach Axholmen was engaged by an international airline carrier Multi-year losses had put the client in distress and extraordinary structural rationalization was required The client needed a strategy and operational plan to reduce opex by 50% within IT 1. Foundation: Frame business value disciplines and strategic position of business capabilities 2. Renewal: Simplify business model and relocate the borders for outsourcing across functions 3. Target: New operating model, sourcing model and retained organization Business capability position analysis Core vs non-core analysis (cross BF) Hands-on plan for 50% opex reduction signed-off by general management and board E.g. product and process simplification, several BPO s and 70% HC reduction P&L and cash flow neutral change by leveraging financing options from suppliers 5

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