A Logistics arm for a national retailer had 8 multi-temperature depots across the UK with each individual site being responsible for its own maintenance and property management strategy.
We analysed the existing strategy, processes, organisational structure, and costs and then reported recommendations on improvements across all aspects including renewing of budgets. We implemented and project managed a transformational change project in collaboration with the site personnel, including training, encouraging group collaboration, re-tendering of all Hard & Soft FM supply chain contracts, and improved visibility of budgets and expenditure. Over a period of 6 months the silo culture had progressed to the following: –
- Maintenance strategies based on risk and actual breakdown data
- Collaboration and sharing of knowledge between the sites on Maintenance & SHE issues
- Collective group supply chain contracts giving greater economies of scale; significant cost reductions while improving service and with improved commercial terms
- Overall Group Capital Budgets based on risk rather than just an allocation per site
- Capital employed to maximise SHE mitigation and maximise ROI
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