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用 Supply Chain Guru 为全球奢侈品集团重新设计区域分销网络

3 daysShorter delivery lead time to boutiques and partners, with inventory down 7%, after the supply-planning and network redesign

客户: 全球奢侈品与美妆集团，区域业务
行业: 零售与消费品
地区: Europe and Middle East
项目类型: 咨询项目
范围: Network design · Supply planning · Inventory policy · Service model · Transport

Close-up of shimmering pressed powders in a cosmetics palette

完整案例目前提供英文版本。

01 — 背景

The regional business sold through its own boutiques, wholesale partners and a growing online channel. Each brand had inherited its own warehouses and carriers, and replenishment rules differed by country.

Service was uneven: launches arrived late in some markets, while slow-moving references accumulated in others. Every proposal to change the network was contested because nobody could quantify its effect.

02 — 范围

the regional network from the central distribution centre to boutiques, wholesale customers and the online fulfilment unit, across twelve markets.
Model the network in Supply Chain Guru with the group’s real flows, costs, lead times and service constraints, and test the alternatives: number and location of hubs, stocking policy by reference, transport modes.
Choose a design with the brands and the finance function, then implement it: inventory parameters, transport contracts, supply-planning routines.

OREDJA 方法

01
Baseline in the model
Twelve months of flows, costs and service levels loaded into Supply Chain Guru and reconciled with Finance, so that the baseline was accepted before any scenario was discussed.
02
Scenarios
Hub consolidation, a second regional hub, stocking policies by reference class and modal choices were simulated against service targets by market and channel.
03
Decision
The chosen design consolidated two hubs, moved slow-moving references to central stock and set service classes by market. The business case was signed by the brands and Finance.
04
Implementation
Inventory parameters rewritten in the ERP, transport contracts retendered on the new flows, and a monthly supply-planning and S&OP cycle installed to keep the design alive.

03 — 成果

Launches now reach every market on the same week. Slow-moving references are held once, centrally, and the online unit is served without competing with boutiques for stock.

The model stays in use: the planning team reruns it each quarter as demand, tariffs and carriers change.

04 — 投资回报与节约

−3 daysDelivery lead timeTo boutiques and wholesale partners, twelve months after go-live
−7%InventoryRegional inventory value at equal or better availability
−9%Transport costThrough consolidated flows and retendered contracts
< 12 monthsPaybackWorking capital released and transport savings against fees and licences

Rounded, conservative orders of magnitude measured on the group’s own baseline in the model and in the ERP.

AI 编排

Demand sensing on launches to feed the model with earlier signals.
Automated exception handling on late inbound shipments before they affect boutique availability.

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