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Retailer Merger for Service Improvement

Client situation & approach

The client is a major food retailer. Competitive pressure was driving the need for an integrated supply chain to improve store service and supply chain synergies. Challenging issues were:

  • Strategy adoption required from 50 stakeholders, largest player perceived to dominate others so one of the smallest stakeholders appointed work stream leader.
  • Inefficient legacy network with no common service level agreement.
  • No defined way of trading off cost and service


Undertook Network Design modelling with store service set as the key objective:

  • Single service agreement defined for whole organisation
  • Single set of supply chain operational policies, delivering improved processes and availability (4.4% growth like for like)
  • Improved lead-times and delivery frequency (33% improvement)
  • Established a Logistics working party to embed a collaborative working environment