Organizational Audit and Order Management Centralization for an Importer-Distributor
The Challenge
The logistics function was operating well day-to-day, but it did not act as a centralized owner of the order-to-delivery process. Tasks were spread across several departments, causing duplicated work, blurred accountability, and a lack of control over cost and on-time performance.
What We Do
Workshops with representatives from every department involved in the process.
Process flow mapping and identification of duplication and skill gaps.
Development of a report with a diagnosis, a decision matrix, and a cost-to-serve analysis.
Design of a target logistics department structure, together with a responsibility matrix and a set of KPIs.
Results
Transport-related tasks consuming roughly 0.5 FTE across three sales department employees.
A defined starter package for implementation within 90 days.
A target department structure along with delivery on-time-performance and cost-to-serve metrics.
Summary
Based on workshops and analysis, a report was produced that turns logistics from a reactive, fragmented function into the central owner of the order management process. It delivered a target structure, KPIs, and a sequenced project portfolio enabling sales to scale without a corresponding rise in hidden costs.
