A European leader in the distribution of equipment to hotel and restaurant professionals is buying out one of its subsidiaries. The result is:

  • A platform bringing together more than 7000 active references stored and delivered on the French and Swiss market
  • A new countermark flow (references not stored) that is non-standard and not controlled, represents an increase in received lines that are poorly managed
  • A service rate, unmeasured and questioned by newly integrated customers
  • A saturated platform that:
    • Does not allow to absorb the countermark flow
    • Creates tensions within logistics teams


Absorb a 40% increase in expected warehouse load

Methodological Approach

  • Analysis of current logistics flows:
    • physical flows
    • information flow
  • Field sites: 5S, Kaizen of existing logistics processes, warehouse layout
  • Establishment and standardization of the countermark flow (physical flow and information flow)
  • Implementation of automated logistics routines and dashboards
  • Reorganization of logistics teams: versatility, RACI, modulation of hours
  • Establishment of a common group action plan: Trade, Purchasing and Logistics


Load absorption without additional cost-hours, made possible by:

  • A complete review of the warehouse organization (including layout)
  • The implementation of a RACI matrix
  • The creation of an animated dashboard from the field to the headquarters


Duration of the assignment: 3 months



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