Challenge

VolkerWessels Telecom (VWT) designs, builds and maintains telecom networks (above ground, underground and indoor). These networks are indispensable to provide connectivity in today’s digital world. VWT has 1,600 employees that are spread over different business units and work for different customers such as KPN, VodafoneZiggo, T-Mobile and Eurofiber.

VWT wants to take its logistics to a higher level, while also taking the adaptability within its own organisation into account. Therefore, an organic change process is chosen, directed by Gordian together with the Purchasing and Logistics department. The key goals for this project are to build an optimal, agile, and manageable supply chain.

Result

From a warehouse-focus towards a manageable chain

The intensive and ongoing collaboration has a multitude of results, of which the most relevant to VWT are:

  • Reduction of rent and inventory costs by merging warehouses
  • Productivity improvement among technicians by rolling out overnight-delivery
  • Improved material forecasting based on business S&OP
  • Time-saving warehouse applications
  • Reduction of duplicate materials by setting up a new master data management system and process

Increased supply chain insight with KPI-dashboards and an active PDCA-process.

Together with Gordian, we are well on the way to transforming logistics within VolkerWessels Telecom into supply chain management. As a result, we can offer more and more customer-driven solutions instead of demand-driven. As far as I’m concerned, this is a very good development.

Jos Geerts

Manager Purchasing Logistics Innovation

Approach

Focus on uniform supply chain processes

To transform VWT’s operational logistics processes into the desired adaptable supply chain, we work on several different facets of their supply chain activities. The common denominator in all improvements is the focus on uniform supply chain processes, in which we make use of the possibilities to automate and robotize.

To achieve this, the following initiatives are started: getting the basics in order, uniformize logistics processes, setting-up a measurable supply chain, optimising warehouse locations and supply methodology, and establishing the new supply chain organisation.

During the change process, stakeholder commitment and support are key. Therefore, we make sure to involve them in the approach and transformation through working groups and workshops.

 

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Rutger Vlasblom