+30
Countries
Jewelry Supply Chain Optimization Reduces Warehouse Coverage 39% and Lead Time 30%
Industry: Consumer Goods and Luxury
Service: End-to-end Transformation Digitalization
Service: Manufacturing
Service: Supply Chain
Our Client
An Italian jewellery manufacturer present in 30 countries, known as the first goldsmith company in Turin. The company produces high-end jewellery and serves leading international brands.
The Challenge
The client has a Supply Chain and Operations organization composed by several small suppliers which results in a high level of gold equivalent WIP inventory. In that context the client needed to identify solutions to reduce stock and effort in terms of manpower linked to overprocessing and rework.The company faced significant inefficiencies in its operations and supply chain, resulting in production losses, high work-in-progress levels, and customer dissatisfaction.
- Fragmented supply chain: Composed of several small suppliers, leading to excessive WIP and gold-equivalent inventory.
- Low operational discipline: Lack of work cycles, methods, and standards; programming done roughly without measurable quality criteria.
- Reactive maintenance: Equipment repairs only after failures, no preventive plan.
- High defect rate: 30% defects even after extensive rework.
- Limited management structure: The organization relied on one entrepreneur, with no established management or planning systems.
Real Results Achieved Together
The transformation generated strong results across operations, quality, and supply chain performance, with measurable financial and productivity impact. It also delivered a defect rate improvement from 30% defects to parts-per-million level, implemented a Power BI dashboard to monitor Supply Chain KPIs, and identified a list of long-term opportunities to further reduce inventory.
-39%
Warehouse coverage reduction versus previous year average
-30%
Lead time reduction for main product families
>200
Employees after expansion from initial 30
Transformation Impact
- Established modern production management with defined cycles, times, and methods.
- Reduced warehouse coverage and lead times through process standardization and planning improvements.
- Improved product quality, enabling new customer acquisition.
- Expanded workforce and capacity, becoming a center of excellence for major clients.
- Ensured sustainable performance through continuous payback measurement of each initiative.
Our Approach
EFESO conducted an end-to-end assessment of the supply chain and operations, introducing structured industrial practices and capability building.
Assessment and Diagnosis
- Conducted Value Stream Mapping to identify waste and stock accumulation internally and externally.
- Analyzed non-conformities through QA matrix and Inventory Breakdown Analysis.
Process and Capability Development
- Introduced production management systems defining product sheets, methods, cycles, and times.
- Launched training programs on repeatable quality, problem-solving, and 5S.
- Implemented a new information system and preventive maintenance plan.
Operational Excellence Implementation
- Identified critical issues in demand, service level, and production planning processes.
- Defined improvement actions to reduce rework and overprocessing.
- Established monitoring tools with Power BI dashboards to track key KPIs and performance.
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- Unlock hidden capacity and reduce inventory without compromising service levels
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- Join leading manufacturers who’ve achieved sustainable supply chain excellence
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